M&A training

Inexperience and Bad Decisions Help Achieve the Goal  
By Jack Prouty, Past President, M&A Leadership Council

It is considered a given that deal-makers want to achieve M&A success, but occasionally I witness behavior that challenges this assumption. I so often write articles about how to be successful; however, .......

Paranoia: Running Scared Can be an M&A Best Practice
By Jack Prouty, Past President, M&A Leadership Council

Successful mergers and acquisitions hinge on creating value and mitigating risk. Working in M&A over the last 30 years has taught me the high value of being paranoid. Many challenges will crop up throughout any deal: from diligence, to integration .......

Getting Better at Divestitures
By Jack Prouty, President of the M&A Leadership Council

Who needs to worry about planning and managing divestitures? The answer is most companies that are striving to continually position themselves for business success while showing strong financial performance to their shareholder.

M&A Matchmakers Pairing Up Themselves
By Yizhu Wang, with analytics by Kylie Kirschner

Investment banks have essentially evolved into technology engines, making trading decisions and routing orders in milliseconds. However, one old-school and people-dependent specialty within investment banking remains robust, highly profitable and resistant to market swings - M&A advisory.

The State of M&A
By Jim Jeffries, Chairman of the M&A Leadership Council

I’m excited to share with you the growth we have seen across the board at M&A Leadership Council in 2019. Over 3,500 M&A professionals have attended our public training events, and in response to the feedback of our alumni, we expanded our 2-day programs (The Art of M&A for HR Leaders^TM and The Art of M&A Program Management^TM) to 3 days.

5 Themes for Executing an Integration
Submitted by Tony Da Camara, Head of the Technology & Operations M&A Office for BMO Financial Group and candidate in the Certified M&A Specialist Program

In December 2010, my company bought an organization that was essentially the same size as our own – our largest acquisition to date. I was given the opportunity to run the full technology workstream, which was my first large integration and at least thirty times more complex than any other integration I had worked on. For the next two years, this integration became my life. I learned many things, experienced many surprises, made many mistakes and developed a tough skin.

Blending the Art and the Science of M&A
By Jack Prouty, President of the M&A Leadership Council

There is a very important reason the M&A Leadership Council program titles begin with “The Art of…” When it comes to M&A, having structures, processes, tools, etc. (the science of M&A) are very important, but understanding the art of planning and executing in mergers, acquisitions and divestitures is paramount. In this context, let me share with you a best practice in effective due diligence

The Road So Far
By Jim Jeffries, Chairman of the M&A Leadership Council

As summer comes to an end and we begin wrapping up 2019, I have been reflecting on how far things have come since the inaugural “Art of M&A℠” training event in of June 2010.

PE Firms Knee-Deep In Orthopedic Space
Submitted by Claire Rychlewski in Chicago and Deborah Balshem in Fort Lauderdale 
from Mergermarket, an Acuris company, a partner of the M&A Leadership Council 

Make no bones about it, the orthopedic space is seen by private equity firms as ripe for consolidation, industry sources say.

"Down 11% on 1H18 but up 17% on 2H18 by value"
Submitted by Acuris, a partner of the M&A Leadership Council 

Mergermarket, an Acuris company, has released its Global M&A roundup for the first half of 2019 (1H19), including its financial advisors league tables. Take a look at the report HERE and don’t forget to review the charts breaking down the activity by sector, value, year-to-year analysis, etc.