Mergers & AcquisitionsM&A insights
Articles on preparing for a transaction
Practical guides on objectives, specialists, due diligence, workstreams, structure questions, people and integration.
Defining the transaction objective before engaging advisers
Buying, selling, combining, partnering and reorganising are different transactions with different work behind them. Why a written objective comes first, and how it shapes scope, structure and the advisers you need.
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Who does what in a cross-border deal: mapping the specialists
A cross-border transaction draws on lawyers, tax advisers, accountants, valuation and technical specialists — often in more than one country. What each role covers, where the gaps between them appear, and what coordination can and cannot do.
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Preparing for due diligence: organising company information
Due diligence goes more smoothly when the business has already gathered its own information. How to build a single index of corporate, commercial, financial and people records, keep versions under control and decide what can be shared, and when.
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Keeping parallel workstreams aligned across jurisdictions
Legal, financial, tax, commercial and people workstreams run at the same time and depend on each other. Practical ways to map dependencies, keep one issues list and one question log, handle language and time zones, and make decisions at the right moment.
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Questions to ask your lawyers and tax advisers before structuring a deal
How a transaction is structured is a question for qualified lawyers and tax advisers in every jurisdiction involved. A question list to bring to them — about share and asset approaches, consequences in each place, approvals, people, and future flexibility.
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Joint venture, acquisition or partnership: framing the decision
Entering a market or working with a foreign party can take several forms, from a commercial partnership to a full acquisition. A business-level framework for comparing them on control, capital, risk, people and how easily each can be unwound.
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People in a transaction: when staff may need to relocate
Acquisitions and combinations often mean that some people need to work in another country, temporarily or for longer. How to identify who may need to move, why their right to work is a separate workstream, and how to time and communicate it.
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After signing: integration and continuing obligations to plan for
Signing is not the end of the work. Integration, reporting, governance, people and continuing obligations all need planning — ideally before completion. A practical guide to what to prepare and which questions to confirm with counsel.
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Talk to Wobridge about getting ready for a transaction
Tell us what you are considering. We will help you organise the objective, the information and the questions — and keep your qualified advisers working from the same picture.