Veridis Corporate Finance advises shareholders, companies, family-owned businesses, corporates and investors on acquisitions, divestitures, mergers and strategic transactions. We combine financial analysis, market intelligence, transaction structuring and negotiation from strategic definition through signing and closing.
Discuss a transaction →Our M&A practice combines strategic assessment, valuation, transaction design and disciplined execution across five core areas.
Advising shareholders and companies on full or partial divestitures, from transaction preparation and positioning through buyer engagement, negotiation and closing.
Supporting strategic and financial buyers in identifying, evaluating, structuring and executing acquisitions.
Financial analysis supporting corporate decisions, negotiations and transactions through rigorous valuation methodologies and, where appropriate, financial reasonableness and fairness analysis.
Advising on mergers, business combinations, partner entry and other transactions involving ownership, assets, capabilities or strategic platforms.
Evaluating the economic and contractual mechanics that determine how value and risk are allocated between parties.
We advise shareholders and companies considering the full or partial sale of a business. Our role is to prepare the company, define the transaction strategy and manage a controlled process designed to preserve confidentiality, support valuation and create competitive tension where appropriate.
We advise companies, strategic buyers and investors evaluating acquisition opportunities. Our approach combines strategic rationale, valuation discipline and risk analysis to assess not only what a target is worth, but what value the transaction can create for the buyer.
A transaction cannot be assessed through headline valuation alone. We analyse the value of the underlying business, the assumptions supporting that value and the economic mechanics that ultimately determine what each party receives — and what risks each party retains.
Depending on the transaction, our analysis may incorporate:
The economic outcome of a transaction depends not only on enterprise value or equity value, but also on the mechanisms through which price, risk and consideration are determined.
Every mandate begins with an assessment of the opportunity, the client's objectives, principal risks and transaction feasibility. From that assessment, we define the execution strategy appropriate to the circumstances.
Define shareholder or buyer objectives, transaction context, timing and principal constraints.
Develop an objective view through financial analysis, sector benchmarks and relevant transaction evidence.
Define the transaction process — competitive, bilateral or otherwise tailored to the mandate.
Prepare transaction materials, coordinate information, manage counterparties and maintain process discipline.
Assess offers and structures to support decisions on price, risk and contractual economics.
Coordinate with legal, tax and other specialist advisers through signing and closing.
Transaction decisions require more than a valuation range. Our analysis focuses on the financial drivers that can materially affect value, price and transaction risk.
Liquidity, succession, portfolio priorities or a change in ownership.
Inorganic growth, market entry, capabilities or consolidation.
Combining businesses, assets or platforms to create greater value.
Introducing additional capital, capabilities or ownership into the business.
Changes to ownership, assets or corporate structure driven by a transaction.
Different jurisdictions, counterparties, market dynamics and execution requirements.
Ownership transitions, divestitures, acquisitions and strategic combinations.
Strategic acquisitions, divestitures and corporate transactions.
Target identification, valuation, structuring and execution.
Acquisition, investment and transaction analysis.
Every M&A mandate begins with an assessment of the information available and the company's level of transaction readiness. A business that is already prepared for execution requires a different scope from one that first needs financial reconstruction, verification, modelling or transaction preparation.
Financial and operating information is sufficiently complete, reliable and structured to support valuation, transaction design and execution.
The mandate may first require verification, reconciliation, EBITDA normalisation, projections, working-capital or net-debt analysis, modelling, transaction materials or data-room preparation.
Where the available information does not yet support a credible view of value, transaction structure or execution strategy, a diagnostic or readiness phase may precede the execution mandate.
Scope, readiness, complexity and execution requirements determine the economics of the mandate. Where applicable, outcome-based compensation remunerates a successful outcome; it does not replace the professional work required to prepare and execute the transaction.
Before a process begins, we help clients understand which alternative may create the greatest value — and what its financial and strategic implications may be.
