M&A Webinars

Watch this 30-minute demo to see how you can transform your due diligence process with AI Analysis.‍Designed to help you drastically speed up document analysis, reduce manual effort, and lower external and internal legal costs, AI Analysis will boost your team's efficiency in due diligence. ‍This on-demand webinar features 30 minutes of pure demo, no pitch and no slides. Learn how DealRoom’s AI Analysis automates the analysis and extraction of key information from diligence documents and creates simple summaries. This cutting-edge feature helps empower M&A teams to conduct reviews 10x faster and cut costs by 60%, significantly reducing manual effort and allowing teams to focus on strategic decisions.

This AI M&A Teardown session is hosted by Kison Patel, CEO and Founder of DealRoom and Chief Scientist at M&A Science, and features special guest Danny Tobey, Partner and Chair of AI & Data Analytics at DLA Piper. Watch this on-demand webinar for an in-depth conversation about the complexities of performing due diligence when acquiring an AI company and insights on leveraging AI to streamline the way you do M&A.

In this session, Kison Patel is joined by Noah Waisberg, Co-Founder and CEO of Zuva. Together, they explore how AI can streamline M&A due diligence and integration, giving insights on best practices for implementing AI in your M&A strategy. As an added bonus, Noah shares a demo of how AI can interpret contract clauses to trigger automated actions.

Watch our Office Hours with Jason Thomas, CEO of Raincatcher, where he shares Raincatcher's journey to streamline their M&A process with DealRoom.

Watch the fourth session of our virtual series: AI M&A Teardown now available on demand. This series aims to empower M&A professionals with the knowledge and tools needed to leverage AI in transforming deal-making processes. This series stands at the intersection of technology, and tradition, challenging the norms and showcasing how data-driven insights can redefine success in M&A.

Looking to improve communication throughout your M&A process? Watch our Office Hours with SPS Commerce. In this two-part session, Sarah McMorrow, Senior Enterprise Program Manager, and Matt Melsen, Director of Corporate Development, share how they leverage our M&A Optimization Platform to streamline communications across stakeholder teams and segue into a demo to showcase how their team works platform to optimize the way they do M&A.

Watch the third session in our virtual series: "AI M&A Teardown" now available on demand. Created by M&A Science, this series is designed to empower M&A professionals with the knowledge and tools to leverage AI in transforming deal-making processes. This series stands at the intersection of technology and tradition, challenging the norms and showcasing how data-driven insights can redefine success in M&A.

A pioneering series by M&A Science, designed to empower M&A professionals with the knowledge and tools to leverage AI in transforming deal-making processes. This series stands at the intersection of technology and tradition, challenging the norms and showcasing how data-driven insights can redefine success in M&A.

With the right approach, M&A can drive significant growth, unlock fresh opportunities, and expedite the achievement of strategic business goals. In this webinar, Yoav Zeif, CEO at Stratasys, shares his experience on achieving business growth through strategic M&A.

Watch our latest session of Office Hours on-demand. This Office Hours series includes an intimate conversation & demo with Shrey Parekh, DealRoom customer and Global Head of Corporate Development and Venture at Miro. During this session Shrey will share insights into Miro's innovative approach to collaboration and how they have elevated their processes using the DealRoom Platform. Gain firsthand knowledge as Shrey takes us behind the scenes, unveiling how Miro has optimized and scaled their operations with DealRoom.

Every owner loves their business. This makes selling their company even harder than it already is. But aside from the emotional turmoil that founders go through every exit, there are also a lot of intricacies included in the process. In this webinar, Russ Heddleston, Co-founder & former CEO of DocSend, discusses the challenges of sell-side M&A.

If your business has plateaued and is looking to partner up with a PE firm, then this is for you. In this interview, Jason Mironov, Managing Director at TA Associates, discusses the pros and cons of taking PE capital.

Selling your business is never easy. Aside from the emotional stress that it provides, it can also be detrimental to the business if it's sold to the wrong company. Oftentimes, during the process, it can also serve as a massive distraction to the operations, harming the business in the process. Learn how to create a positive exit experience in M&A with Swapnil Shinde, CEO at Zeni.

Partnership empowers M&A teams to de-risk deals, accelerate synergy capture, and achieve target value by combining M&A methodology from Slalom with M&A lifecycle management software from DealRoom

Looking to execute your first-ever acquisition? It’s not as easy as you think. It may look promising, but the chances of failure are extremely high. While the potential for growth and transformation is promising, the chances of failure are extremely high. To increase chances of success, acquirers must learn how to be adaptable and work with the target company for alignment.

Value creation in any acquisition relies heavily on how well the integration goes. By focusing on integration, buyers can increase their chances of success in obtaining and realizing their intended synergies. But how well can it go if the company’s integration lead is a first-timer? Learn the basics of M&A integration execution, as Aaron Whiting, Chief of Staff at Crownpeak, explains how to train a first-time M&A integration lead.

In today's digital era, the pervasive influence of technology is felt in every facet of business, and Mergers and Acquisitions (M&A) are no different. As an ambassador for M&A automation, Dr. Karl believes that the traditional approach to strategy often lacks structure and consistency and is clouded with bias. Software and automation, on the other hand, mitigate all these risks when provided with proper data.

There’s a common misconception that smaller deals are easier to execute than larger ones. The truth is, that smaller deals come with their own unique set of challenges that could possibly make them even harder to do. According to Anthony, while smaller deals might seem straightforward at the outset, smaller deals are actually harder to do because of several reasons.

Trying to do your first acquisition? We got you covered! In this webinar, Rajive Dhar, VP and Head of Corporate Development at NetApp, discusses the intricacies of M&A from start to finish.

In M&A, relationships are everything. Particularly for professional services firms like Wipfli LLP, their deal rationale is to retain the people and the clients of the target company, which is only possible if they have good relationships from the beginning.

The main role of a CFO is to be a strategic advisor to the CEO, deciding the best use of capital, at any given moment, inside a company. Because of this, they play a crucial role in the hierarchy of deal approval, as M&A is not always the best use of resources, depending on the buy plan.

Join M&A Science, Grata, and the Liberty Company Insurance Brokers as we discuss how technology is revolutionizing the M&A deal lifecycle from due diligence to post merger integration.

Chief Financial Officers (CFOs) play a pivotal role in shaping the destiny of strategic ventures. Beyond their traditional financial responsibilities, these financial architects hold the key to unlocking the full potential of mergers and acquisitions.

Too often, corporate development practitioners want to change their scenery and end up switching to private equity. It’s a place where they can use their existing skills, and enjoy what they do, without certain restrictions present in a corporate setting. But what are the differences between the two industries? In this interview, Joe Metzger, Managing Director at 777 Partners, shares his amazing journey shifting from corporate development to private equity.

The healthcare industry is a complex and rigid space where change is often rejected. Any evolution in this sector not only signifies business decisions but also influences the overall quality and accessibility of patient care.

Integration is not just about combining processes and systems. It is about bridging cultures and creating a shared identity. However, integrating two organizations can be complex, especially when it comes to managing major cultural differences.

For venture capitalists, one of the best scenarios is for the portfolio company to be acquired to maximize investment returns. Learn how to prepare for an exit through regulatory approvals, gaining market traction, and how your role as an investor can impact an exit.

The collaboration between a Private Equity (PE) firm and a portfolio company during an acquisition is a powerful partnership. Together, they create a synergistic environment where growth and value thrive.

For high-growth companies, M&A is almost inevitable. If done right, it could speed up growth and open new opportunities for the acquiring entity. However, it’s not without challenges, as it can also be destructive and destroy both companies involved.

M&A is a massive undertaking that calls for collaboration among numerous individuals. Ensuring alignment with everyone involved is essential for the success of a deal. Yet, with a variety of opinions and personalities at play, achieving alignment can be quite a challenge.

For public equity analysts, M&A is nothing new. One of their main jobs is to conduct financial analyses of companies and other potential investments. However, M&A execution is another story.

International business transactions often present unique challenges that are vastly different from local ones. The complexity increases exponentially when these transactions involve mergers and acquisitions.

Many complexities are caused by the different tax structures of the parties. Usually, the best structure for one party will almost always be bad for the other. The deal can get complex quickly, so both parties must engage with a tax advisor before negotiating the term sheet.

International deals are one of the most challenging transactions to execute. Aside from the complexities of M&A, there are additional hurdles that acquirers must overcome to successfully acquire companies overseas.

Only a few believe that an equal merger is possible, especially considering the power struggle between the two companies. However, a merger of equals can be a powerful strategy that could unlock tremendous value and opportunities for growth if done right.

In today's highly competitive business landscape, companies are constantly looking for ways to enhance their capabilities and maintain their edge. With so many competitors in the market, how can a company stand out and reduce customer churn?

In big companies, some business units may not perform well and might be overlooked. It can be helpful for the company to find a more suitable owner for these units. At the same time, buyers can take advantage of these opportunities to improve their businesses and maximize their potential.

There are many different reasons why companies buy other entities. Traditionally, acquirers have focused more on the financial aspect of the target company. However, experience has shown that not all acquisitions are the same, and must be executed properly against their strategy.

To perform M&A at the highest level, an ever-evolving M&A function is necessary. Organizations must focus on refining their strategies, processes, and team dynamics to ensure they can effectively navigate the complexities of each deal.

Mergers and acquisitions (M&A) is a long and tedious process filled with challenges and surprises that could harm the acquiring company or destroy the deal altogether. To ensure a successful transaction, it's crucial to identify and overcome these hurdles.

M&A is inherently risky, but the rewards of a successful deal can exponentially grow a company overnight. There are many things to consider before closing a transaction, and big companies are finding new deal structures to minimize risks when doing acquisitions.

According to Mark, regulators are now more aggressive when reviewing deals, with the intention of slowing down or stopping acquisitions. They are now less predictable and less reliant on historical precedent.

Acquiring companies can be extremely rewarding if done right. To be proficient in M&A, a dedicated function must be established for continuous improvement. As the M&A function evolves, it increases the chances of deal success and value creation.

M&A integration is usually made up of checklists that outline the step-by-step agendas and milestones to successfully integrate the acquired company. But during integration, things don’t always go as planned, and teams must be able to pivot and adapt to the ever-changing needs of the project.

By prioritizing M&A integration, corporate development teams can reap the benefits of their strategy and quickly grow the organization. However, despite its potential, M&A integration is frequently neglected.

Cultural fit has become increasingly important, as more companies are embracing diversity and inclusion, and acquirers must mitigate cultural differences early on during post-close integration. When two companies fit together, people are more likely to be productive and satisfied with their work.

According to PJ, there has never been more uncertainty in the market than there is today. The COVID-19 pandemic has provided a false sense of direction, and the market is currently experiencing a reset, especially in the world of tech. There is a much greater emphasis on quality.

A roll-up is a powerful deal type that involves acquiring multiple smaller companies to combine them into a large entity. When properly carried out, these strategic actions can significantly increase shareholder value and set up companies for record-breaking development.

Acquiring small companies is not easy. Small companies come with their own sets of challenges that make them hard, if not harder, to acquire than large, public deals.

When focusing on people, the most important thing to do is listen. The integration team must understand what's important to the employees if they want any chance of retaining them post-close.

Corporate development teams are responsible for finding attractive targets. However, companies can execute successful mergers and acquisitions without corporate development.

Day one in M&A is a critical juncture for both the acquiring company and the target company. This is the day when the deal is officially closed and the two companies become one entity.

As the business world shifts towards a more environmentally and socially conscious approach, the significance of sustainability in M&A has become increasingly prominent. In light of this, companies are now considering the environmental, social, and governance (ESG) initiatives of their target companies before making any acquisitions.

M&A is a game-changing tool that can propel a company's growth several years ahead of schedule. However, for hyper-growth companies, M&A can also be a double-edged sword that leads to attrition and detracts from the core business objectives.

The go-to-market (GTM) integration strategy has a large impact on revenue generation and overall deal success. Integration can be very disruptive to the customers, but if done right, it can enhance the customer experience and acquisition results.

M&A integration in tech has changed quite a bit over the last twenty years. Integration has evolved from integration volunteers, to large teams with detailed tracking, to dedicated teams and Agile approaches.

Acquisitions present unique challenges, but deal lifecycle processes can still be optimized for efficiency. Timeliness is a crucial factor in M&A, and the quicker a deal closes and integration is completed, the faster deal synergies can be achieved.

M&A is a tedious process that has a lot of moving parts. M&A requires attention to detail and communication with different stakeholders in the company. So what do you do when you are the one person in charge of everything?

Establishing strong connections with a target company is essential in M&A. Securing deals can be challenging, but a strategic approach can result in mutually beneficial outcomes.

Acquiring a company is complex and challenging, and in some instances, unnecessary. If buyers only need the people inside of a target company, they can do an acquihire instead of a traditional acquisition.

Before buyers and sellers agree to an LOI, there are many informal conversations that happen in the background. Buyers must carefully approach any informal conversations to avoid turning a buyer off while still securing the deal.

The initial conversations with a potential target should build trust and strengthen the relationship. These conversations allow the buyer and seller to get to know each other and explore possibilities of working together.

M&A is an excellent tool for growing a company. Still, acquirers should consider a variety of strategies before committing to a transaction. Choosing the right growth approach also dictates any integration plans.

Standing up a corporate development function from scratch is a challenging, yet exciting task. And one of the pillars of a successful M&A function is a solid team who can effectively run deals.

Integrating an acquired company is always challenging. Acquirers must execute quickly and efficiently, navigate changes, and preserve the target company's value. 

There needs to be alignment from both sides of a deal to have a smooth integration process. Integration never goes as planned, but there are things that teams can do to make it much easier for everyone involved.

Revenue synergies are one of the hardest things to achieve in any transaction. With proper planning and the right approach, revenue synergies can help teams achieve their deal thesis.

There are different ways to create and grow a business: build up from scratch, acquire another company, or gain strategic alignment with other companies through partnerships. Through a partnership, a business can leverage someone else's technology for faster growth.

Auction processes in M&A are very challenging for strategic buyers and corporate development teams need more than a compelling offer to compete in an auction. Speed can be a differentiator, which can help edge out the competition.

For a business to be successful in the future, integration must be the focus of everyone involved in the deal. The goal is to ensure business continuity while maintaining the target company's integrity and core.

There are many reasons why an owner sells their business. Before talking to an actual buyer, potential sellers need to prepare their business in order to maximize value.

A reverse auction is a process where the buyer broadcasts their interest in acquiring a specific type of company in the market and engages with potential targets. Sellers will then line up to apply in the hopes of getting picked by the buyer for the acquisition.

With proper planning and the right approach, revenue synergies can help teams achieve their deal thesis. The acquired sales operations team knows their customers and products better than anyone, and acquirers should consider their opinion on the go-to-market integration plan.

Often organic growth is not enough to achieve the business strategy, and that's where M&A comes in. Corporate development finds the gap between the current state of the business and its objective to look for inorganic growth opportunities.

Many of the largest companies in the world turn to M&A for inorganic growth. However, first-time acquirers often find it difficult to buy companies due to a lack of experience and reputation.

The sales operation is the cornerstone of every business. Without it, companies would not have revenue. If a company purely relies on inbound sales, it's time to create an outbound pipeline and actively generate demand by using marketing and events.

Selling a business is a difficult task that requires a lot of planning and preparation. However, most entrepreneurs refuse to entertain the idea of a sale until it is too late. The best time to plan an exit is when times are good, not in a desperate situation.

Every company wants to evolve and grow its business, and M&A is one of the fastest and most powerful ways to grow. Without an M&A thesis, acquirers might end up wasting time, money, and opportunities.

Getting alignment early on from all leaders will help increase deal success. Leadership alignment means both leadership teams are aligned on communications, change management components, strategy, and transaction execution.

The finance team holds a huge responsibility in M&A and must conduct diligence effectively. The finance team leads the due diligence process and must be involved as soon as the acquirer gains access to the data room.

Creating a solid strategy requires collaboration between the strategy team, corporate development, business leaders, and executives. If done right, M&A is a powerful tool that can drive business value.

Revenue synergies are one of the most challenging metrics to achieve during integration, but are also the primary reason companies buy businesses. It's safe to say that many transactions fail to realize their intended value.

Ensure the internal team has the latest information throughout the deal’s lifecycle. On the other side, communicate clearly with the target company to build key relationships.

In M&A, time is the enemy. Waiting for closing is one of the most excruciating parts of M&A. The longer a deal takes to close, the more risks it poses for both parties.

Lawyers can heavily influence the transaction’s prioritization. They are the ones that will review the contracts and work with the functional leads to focus on the value drivers of the deal.

Companies are bought to achieve revenue synergies in new markets. Getting the GTM integration just right should be a top priority. The go-to-market is one of the most critical parts of any integration, and knowing the challenges will help.

The biggest challenge when scaling a function is hiring the right people. Hire for potential rather than experience. Look for intelligent people who are culturally fit, then figure the rest out.

Unforeseeable things always happen during integration, and the best thing to do is to pivot, solve the problem, and move on. Ensure that everybody's working to their optimal level and that decisions are made with the best possible information.

You need a comprehensive, well-documented change management plan because the process never runs perfectly. Make sure that everyone understands the message, who is delivering it, when to convey it, and how to deliver it.

Lawyers must have a good grasp of what is for sale. Depending on the nature of the transaction, there are different risks and issues that may arise.

Risabh prefers targeting companies that are not for sale because if there are more interested buyers, valuation goes up, and the success ratio of securing the deal goes down. Furthermore, proprietary deals are much faster than going through an auction.

In this webinar, Adam Coffey, CEO of Advisory Guru, discusses the basics of sell-side M&A.

Any serious acquirer knows that inbound deals are not always the best way to get leads. Proactively sourcing deals is the best way to approach M&A. In this webinar, Jeremy Segal, EVP, Corporate Development at Progress, teaches us how to source deals and build a pipeline.

Reactive M&A leads to unproductive deals and can be costly. If you want to pursue valuable acquisitions, you have to be proactive. So, how do you find target companies?

In this webinar with Tom Horton, Senior Vice President of Corporate Development & Strategy at Kaplan, Inc., we discuss about the evolution of M&A strategy in education technology.

Traditionally, corporate development professionals come from banking roles. And while nothing is wrong with that, it is always fascinating to hear other ways that professionals start their M&A careers. Sharing his career development in M&A is Caleb Shafer, Corporate Development Associate at RS Group plc.

It doesn’t matter if you buy the best company in the world, if integration is not done properly, the value will be lost. In this webinar, Jim Buckley, Vice President, Mergers and Acquisitions Integration at VMware, talks about how to run an integration-led confirmatory diligence process.

M&A is a fascinating career path, and traditionally there are only few entry points. Banking roles are the most common entry point to M&A, but recently, we have seen an increase in practitioners coming from different backgrounds. Kayla Davis, Vice President, Head of M&A at ABM Industries, went from accounting to M&A, and in this webinar, she shares her journey and key lessons learned along the way.

M&A is not a strategy, it’s a tool used to achieve corporate strategy. But if you already know your true north, having an M&A strategy is just as important.

The importance of integration has never been more prevalent. And standing up a dedicated function to oversee integration is becoming more of a necessity as a company grows more prominent. In this webinar, Ian Burk, EVP of integration at Upland Software, talks about how to stand up an IMO.