Services / Service 02
Fractional Corporate Development
Acquisition opportunities arrive whether or not you have anyone to assess them.
Acquisition opportunities arrive whether or not you have anyone to assess them.
Most mid-sized companies buy opportunistically. A broker emails. A competitor’s owner wants to retire. A customer mentions that their supplier is for sale. Each opportunity gets assessed differently, by whoever has capacity that month, and the board is eventually asked to compare deals that were never analysed on the same basis.
The result is rarely a disastrous acquisition. It is an inconsistent one — and a pipeline that depends entirely on who happens to call.
A corporate development function fixes that. Companies doing one or two deals a year cannot justify hiring one.
Where value actually comes from in your business, and therefore what you should be buying — and what you should be declining quickly.
A longlist built deliberately rather than assembled from inbound, prioritised, and kept live between deals.
A consistent initial assessment, so every opportunity reaches the board on comparable terms.
The model, the sensitivities, and an honest statement of what has to be true for the price to work.
The document that lets a board make a decision rather than defer one.
Mandates, approval gates, decision criteria — the structure that turns occasional acquisitions into a repeatable capability.
What has to happen in the first hundred days, and how you will know afterwards whether the case actually held.
Maintained to feed the pipeline, rather than to fill a slide once a year.
A set number of days each month, ongoing. Effectively an outsourced corporate development function.
A fixed-fee assessment of one specific opportunity: first-pass diligence, valuation, and the memorandum your board needs.
A defined project to put strategy, pipeline and governance in place, then hand it over to your team.
Thirty minutes, no charge, no pitch. Tell me what you are considering and roughly when.