Three things every elite M&A team wishes it could get.
The that depth elite teams normally save for the biggest deals. Done earlier, on more deals. Built for the corp dev veterans who know what it means to live with the consequences of their deals and need to get it right.
F&B / NUTRITION · CORPORATE M&A · 2026
BEFORE THE DEAL
Systematic Scanning
DURING THE DEAL
Deep Quantitative Analysis
AFTER THE DEAL
Capability Alignment
Advanced computing and experienced deal judgment, working together to uncover patterns traditional analyses often miss. Not software. Not a workflow. Practical enough to deploy early and across all transactions.
THREE CAPABILITIES
Across the life of every deal.
BEFORE THE DEAL
Systematic Scanning
01
Find opportunities before they’re priced in. Markets don’t incorporate new information all at once. We combine continuous market sensing, large scale computation and experienced judgment to identify companies whose strategic value is changing while that information is still spreading through the market.
DURING THE DEAL
Target Deep Analysis
Multi-engine revenue forecasting, multi-model valuation including ML and consumer signals, and value chain context that reveals adjacent deals. The depth most buyers don't get on most targets, made pragmatic enough that they finally can. On a $200M target, not just a $5B one.
02
Know what these two companies can become together. Traditional diligence evaluates the target. We evaluate the interaction between buyer and target, identifying how capabilities reinforce each other, where integration creates friction and which deal assumptions are most likely to determine long term value.
AFTER THE DEAL
Capability Alignment
03
WHERE ELITE TEAMS STILL GO WITHOUT
After the software, the bankers, the consultants. There are still gaps no one fills.
Every M&A software product, banker and consulting firm does some part of this work. None of them do these three.
i.
Private, off-market and founder-owned
M&A software competes on database scale. Coverage thins where the data does: private companies, founder-owned businesses, off-market targets bankers don't carry. The targets where deals are increasingly made are precisely the ones existing databases describe poorly or not at all.
ii.
Real analytical depth on specific targets
Software shows data. Bankers move deals. Real consumer, brand, forecasting and value chain analysis on a specific target gets saved for the biggest deals, via tier-one consulting engagements that take months. On most deals, this work simply doesn't happen.
iii.
Pre-close capability alignment
Integration playbooks get written after the deal is announced. The structural compatibility test, whether parent and target can actually coexist and at what level of integration, almost never happens before close. By the time the answer is obvious, it's already too late.
of M&A deals fail to deliver their intended objectives.
· Christensen, Alton, Rising & Waldeck. "The New M&A Playbook," Harvard Business Review, 2011.
THE UNDERLYING PROBLEM
70 - 90%
Most failures trace back to integration decisions that destroyed what was bought. Decades of M&A research have identified structural compatibility between parent and target as one of the strongest predictors of post-deal success. Our methodology applies that work in advance of close, refined through quantitative analysis of thousands of M&A deals across a large share of the Fortune 500. We do the work that catches the bad deals before they become statistics.
A glimpse of what we deliver. Client names anonymized; findings real
REAL WORLD RESULTS
What the work actually looks like
SYSTEMATIC SCANNING
FOR ONE OF THE WORLD'S LARGEST BEVERAGE COMPANIES
Ongoing engagement. Targets surfaced before any banker book had them.
We continuously harvest competitive landscapes for the client's priority themes, refresh on their cadence, and surface targets, including private companies their internal team and external bankers had missed, when those targets cross inflection points the client cares about. Years of operational use. Not a pilot.
TARGET DEEP ANALYSIS
FOR A GLOBAL SPIRITS LEADER
4.12 billion correlations. A 50% cut in the company's forecast error. Sharper forecasts, sharper valuations.
Revenue forecasts across twenty markets and two dozen drink categories, drawing on twenty-four years of category history. Findings included surprising counter-cyclical signals, hidden cross-category clusters, and economic bellwethers with direct revenue and valuation impact.
CAPABILITY ALIGNMENT
THE METHODOLOGY PRODUCTIZED
A predictive structural test of whether a deal will succeed post-close.
Built on decades of research into what separates M&A deals that meet their objectives from the ones that don't. Refined through quantitative analysis of thousands of M&A deals across a large share of the Fortune 500. Now applied deal by deal for M&A buyers before signing, when there's still time to act on what the analysis reveals.
You already have those. We do the three things they don't.
Not software. Not a banker. Not a consultant.
WHAT WE ARE
NOT SOFTWARE
M&A software competes on coverage and workflow. We compete on analytical depth. It lists and tracks. We analyze.
NOT A BANKER
Bankers earn fees when deals close. A structural bias toward doing deals, not the right ones. Our work helps you say no faster, and yes with more conviction.
NOT A CONSULTANT
Tier-one engagements are deep but slow and expensive, saved for the biggest deals. We make the same depth pragmatic enough to use on more deals, earlier.
A senior team. Twenty years of methodology. Proprietary AI infrastructure. Built for the corp dev veterans who already know what they wish they could get.
Reach out.
CONTACT
For inquiries about engagements, the work, or anything else.