The objective of this post is to describe, at a high level, the major roles and responsibilities in a typical tech M&A project. Each company tends to have their own playbook for M&A deals. Based on my past experience I have summarized the typical roles and responsibilities in an M&A project. You should talk with people in your company to learn if there is a formal process in place for deals and what the roles and responsibilities are in that process.
The objective of this post is to provide product managers with some practical insights into the overall merger and acquisition process. I have been involved in product management for over 15 years. As a corporate development executive, I have led five major acquisitions and eight divestitures. This is the first of a three part series. It will focus on the major types of acquisitions. The second will focus on roles and responsibilities in the M&A process, especially for product managers. The final installment will walk through the major process steps in a typical M&A deal.
Product managers need to be able to locate, read, and interpret basic financial filings like Annual Reports (10-Ks), quarterly filings (10-Qs) and Proxy Statements (Def 14As). There is a ton of information that customers and competitors who are public companies must disclose.
A short presentation for product managers on how to analyze a potential acquisition candidate and present it to senior management. Acquisition analysis leverages open source and other publicly available information. This presentation covers the key concepts associated with acquisition candidate analysis, the process of developing an analysis, a sample ‘teaser’ presentation used to present information to senior management, boards of directors, and investors.
How to find repeatable sales transactions to scale revenues in tough times. You can also use the moneywheel to estimate the size and scale of demand generation requirements needed to hit product/service line revenue targets.
Calculating the Enterprise Value of a private company requires you to leverage indirect measures such as revenue estimates and average EV/Revenue multiples