Mergers and acquisitions

We provide strategic advice to companies in a manner that reflects how corporate development is actually done.

Our offering is exclusively tailored to the tech industry. We believe that most of the value added to a transaction comes from the understanding of the ecosystem, its specific challenges and realities.

We assess risk vs reward of M&A transactions including: technology, product, human capital, sales and marketing & integration specific to the ecosystem. The goal: lower the risk, increase returns and accelerate deal flow.

Buy-side engagement model
  1. Lead generation and market mapping
  2. Tech/digital and operational due diligence
  3. Integration & culture - 90 days plan
Sell-side engagement model
  1. Structuring operations for sustainable growth and in line with due diligence expectations
  2. Lead generation
  3. Negotiation and due diligence management to optimize closing ratio and return on investment
starting point
phase 1

Audit


The first phase consists of sitting down with your management team, reviewing priorities, operations, revenue streams and properly understanding the context of your business.

phase 2

Mergers and acquisitions


We assess risk vs reward of M&A transactions including: technology, product, human capital, sales and marketing & integration specific to the eco-system. The goal: lower the risk, increase returns and accelerate deal flow.

phase 3

Execution support


An agile approach is focused on executing on the plan. This phase consists of monitoring progress on the measures of success.

Case studies

  • Challenge

    An institutional fund was looking to invest a significant amount of capital in a fast growing startup. The investor wanted to understand the details behind a travel company’s business model and dive deeper into its cohorts & marketing mix.

  • Execution

    PNR was mandated to conduct a due diligence focused on the key metrics of the startup. The goal was to understand the economic viability of the current business model as well as the prospects for growth post-investment.

  • Results

    The fund, having better understood the risks and opportunities, invested over $30M US in the travel company.

  • Challenge

    An institutional fund was considering investing in a high-growth media company that was focused on YouTube. The investor wanted to better understand the digital media ecosystem as well as the opportunities for growth in this space.

  • Execution

    PNR was mandated on two separate occasions. The first was to analyze the industry, identify the mitigating factors and future growth opportunities. The next was to do a deeper dive on the company to validate the overall strategy, the team in place and the key performance indicators.

  • Results

    The institutional fund altered its investment strategy as direct consequence of PNR’s help.

  • Challenge

    A mobile gaming company wanted to explore the possibility of selling its business and wanted help create the required investment marketing documents.

  • Execution

    A strategic planning offsite was conducted in order to align the executives on the most important priorities in order to sell the business and to review the list of targets provided by the clients. Following the offsite, PNR created the data room, a teaser and a confidential information memorandum (CIM).

  • Results

    The exit strategy, initially focused on the business’ financial position, now aimed to maximize user growth as a subsequent strategy. Different categories of buyers were identified. Table was set to kick-off the execution and to maximize valuation.

  • Challenge

    A mobile application company was receiving many offers to sell its business. The company wanted support during the negotiation process and help in reaching out to other attractive buyers.

  • Execution

    PNR helped the client by reviewing the valuation multiples, the list of attractive buyers, the pitch decks and recommended operational improvements to boost the company valuation. PNR went on-site with the client and the buyers to support the negotiation process and bring its expertise to the negotiation table.

  • Results

    The mandate is still ongoing, with PNR helping the client to manage the negotiation process, to optimize the closing ratio and to obtain the most attractive valuation.

  • Travel e-commerce
    • Challenge

      An institutional fund was looking to invest a significant amount of capital in a fast growing startup. The investor wanted to understand the details behind a travel company’s business model and dive deeper into its cohorts & marketing mix.

    • Execution

      PNR was mandated to conduct a due diligence focused on the key metrics of the startup. The goal was to understand the economic viability of the current business model as well as the prospects for growth post-investment.

    • Results

      The fund, having better understood the risks and opportunities, invested over $30M US in the travel company.

  • Online media
    • Challenge

      An institutional fund was considering investing in a high-growth media company that was focused on YouTube. The investor wanted to better understand the digital media ecosystem as well as the opportunities for growth in this space.

    • Execution

      PNR was mandated on two separate occasions. The first was to analyze the industry, identify the mitigating factors and future growth opportunities. The next was to do a deeper dive on the company to validate the overall strategy, the team in place and the key performance indicators.

    • Results

      The institutional fund altered its investment strategy as direct consequence of PNR’s help.

  • Mobile gaming
    • Challenge

      A mobile gaming company wanted to explore the possibility of selling its business and wanted help create the required investment marketing documents.

    • Execution

      A strategic planning offsite was conducted in order to align the executives on the most important priorities in order to sell the business and to review the list of targets provided by the clients. Following the offsite, PNR created the data room, a teaser and a confidential information memorandum (CIM).

    • Results

      The exit strategy, initially focused on the business’ financial position, now aimed to maximize user growth as a subsequent strategy. Different categories of buyers were identified. Table was set to kick-off the execution and to maximize valuation.

  • Mobile B2B software
    • Challenge

      A mobile application company was receiving many offers to sell its business. The company wanted support during the negotiation process and help in reaching out to other attractive buyers.

    • Execution

      PNR helped the client by reviewing the valuation multiples, the list of attractive buyers, the pitch decks and recommended operational improvements to boost the company valuation. PNR went on-site with the client and the buyers to support the negotiation process and bring its expertise to the negotiation table.

    • Results

      The mandate is still ongoing, with PNR helping the client to manage the negotiation process, to optimize the closing ratio and to obtain the most attractive valuation.

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