M&A Strategy
Develop acquisition, merger or exit strategies aligned with the client's financial and strategic objectives.
Mergers & Acquisitions Advisory Services
Buy-side & sell-side advisory for complex transactions
LGS Capital advises founders, business owners, corporates, investors and boards through the full M&A transaction lifecycle — from acquisition strategy and target identification to valuation, due diligence, negotiation, transaction execution and post-deal integration.
- Buy-side advisory
- Sell-side advisory
- Cross-border M&A
- Valuation & deal structuring
M&A Advisory Across the Transaction Lifecycle
Mergers and acquisitions require more than identifying a buyer or target. Every transaction involves strategic positioning, valuation, financial analysis, due diligence, negotiation, structuring, regulatory considerations and disciplined execution.
LGS Capital works with clients throughout the transaction lifecycle, coordinating the commercial and financial work required to move from strategic intent to a completed transaction.
Two Distinct Mergers & Acquisitions Processes. One Experienced Advisory Team.
Selling a company and acquiring one require different strategies, priorities and execution. We approach each as a disciplined M&A advisory process — not one generic playbook stretched across both buy-side and sell-side transactions.
Sell-Side M&A Advisory Firm
- 01
Exit Strategy, Positioning & Valuation
Develop the exit strategy, transaction narrative and business valuation range before any buyer outreach begins.
- 02
Buyer Identification & Confidential Outreach
Identify and screen qualified strategic acquirers and financial sponsors, followed by confidential buyer outreach to the right parties.
- 03
Negotiation & Deal Structuring
Manage negotiation and deal structuring from initial terms and term sheet through definitive agreements, with senior involvement throughout.
- 04
Closing Support & Transaction Handoff
Coordinate advisors and transaction workstreams through signing and closing, providing closing support and a structured handoff into post-deal integration.
Buy-Side M&A Advisory Firm
- 01
Acquisition Strategy & Criteria
Define the acquisition strategy, investment criteria and characteristics of a genuinely suitable target before the search begins.
- 02
Target Identification & Screening
Conduct systematic target identification and target screening against your defined strategic, financial and operational criteria.
- 03
Due Diligence & Valuation
Coordinate due diligence and valuation across financial, operational and structural considerations to assess the opportunity and determine appropriate deal parameters.
- 04
Negotiation, Deal Structuring & Transaction Execution
Develop the bid strategy, lead negotiation and deal structuring, and coordinate transaction execution through documentation and completion.
Our Mergers & Acquisitions Advisory Services
Target & Buyer Identification
Identify and evaluate suitable acquisition targets, strategic buyers and financial sponsors based on defined transaction criteria.
Business Valuation
Establish a defensible valuation range using financial performance, comparable companies, precedent transactions and relevant valuation methodologies.
M&A Due Diligence
Coordinate financial, commercial, operational, tax and legal diligence to assess risks, opportunities and factors that may affect transaction value.
Deal Structuring
Evaluate transaction structures, consideration mechanisms and commercial terms to align value, risk and strategic objectives.
Negotiation & Transaction Advisory
Support negotiations and coordinate the financial and commercial workstreams required to progress the transaction toward completion.
Cross-Border M&A
Advise on transactions involving businesses, investors and counterparties across multiple jurisdictions, coordinating relevant transaction considerations.
Post-Merger Integration
Support the transition from transaction completion to integration, governance, operational alignment and value realization.
How We Execute a Mergers & Acquisitions Mandate
Understand the Mandate
Establish the client's strategic objectives, transaction rationale, timeline and key decision criteria.
Build the Transaction Strategy
Develop the appropriate acquisition, sale or transaction strategy based on the mandate.
Prepare & Position
Prepare the business, transaction materials, valuation framework and outreach strategy required for the market.
Identify & Engage
Identify relevant targets or buyers and manage a controlled, confidential engagement process.
Evaluate & Negotiate
Assess opportunities, coordinate diligence and lead the commercial negotiation around value and terms.
Structure & Execute
Coordinate transaction structuring, documentation, advisors and key workstreams through closing.
Close the Transaction
Manage the final transaction workstreams and coordinate stakeholders through completion.
Transition & Integrate
Support the transition into post-deal integration and the next phase of value creation.
What's Included in a Mergers & Acquisitions Advisory Mandate
A focused transaction process designed to move from strategic objective to successful execution — with the key commercial, financial and transaction workstreams coordinated throughout.
Transaction Valuation
A valuation range grounded in comparable transactions, market evidence and relevant buyer behavior in your sector — not a generic multiple applied without context.
Targeted Buyer or Seller Identification
A confidential, targeted shortlist of qualified buyers or sellers aligned with the transaction objectives — not a mass-market broadcast.
Negotiation & Deal Structuring
Full negotiation support from the initial term sheet through definitive agreement, with transaction structure and commercial terms evaluated throughout.
Transaction Execution & Advisor Coordination
Coordination of legal, financial, tax and other specialist advisors through closing, helping ensure critical workstreams remain aligned and nothing falls between the gaps.
Post-Deal Transition
A structured handoff into post-deal integration, with priorities established for the first 100 days so transaction value is not lost after signing.
Cross-Border Mergers & Acquisitions Consultancy
Transactions involving multiple jurisdictions introduce additional considerations around valuation, transaction structure, regulatory requirements, taxation, capital flows and execution.
LGS Capital supports clients navigating these complexities across cross-border acquisitions, divestitures and strategic transactions.
- Inbound M&A
- Outbound M&A
- Cross-Border Acquisitions
- International Divestitures
Mergers & Acquisitions Advisory for Founders, Companies & Boards
Founders & Business Owners
Exploring a Strategic Exit
A confidential first conversation on what a sale, partial liquidity event or strategic transaction could look like — with no obligation to proceed.
Companies & Strategic Buyers
Pursuing an Acquisition
Target identification, screening, valuation, due diligence, negotiation and transaction execution aligned with your acquisition strategy.
Boards & Management Teams
Evaluating a Merger or Strategic Transaction
Independent advisory on transaction structure, valuation, counterparty fit, negotiation and the strategic implications of the proposed transaction.
Senior-Level Involvement
Senior leadership remains directly involved throughout the mandate.
Transaction-Focused Advisory
Advice is structured around the specific transaction objective rather than a standardized approach.
Buy-Side & Sell-Side Perspective
Experience across both sides of the transaction provides a broader understanding of buyer and seller priorities.
Confidentiality
Sensitive transaction information is handled discreetly throughout the advisory process.
Coordinated Execution
We coordinate the financial, commercial and specialist workstreams required to progress a transaction.
Why LGS Capital
Regulatory & Transaction Considerations
Domestic and cross-border Mergers & Acquisitions involving Indian companies can involve regulatory steps that a generic transaction process does not account for. We incorporate these considerations into the transaction timeline from the outset rather than treating them as a late-stage issue.
- FEMA
Investment Route & Applicable Conditions
Cross-border transactions involving Indian entities may require assessment of the applicable FEMA framework, including the investment route, sectoral conditions, pricing requirements and approval considerations.
- RBI
Regulatory & Approval Considerations
Cross-border mergers involving Indian entities may be subject to specific FEMA and RBI requirements. We incorporate applicable regulatory considerations into transaction planning and coordinate with specialist advisors where approvals or regulatory interpretation are required.
- CCI
Merger Control & Competition Considerations
Transactions that meet applicable combination thresholds may require assessment under India's merger control framework. Where CCI review is required, clearance requirements and timelines are incorporated into the transaction planning process.
- TAX
Transaction Structuring & Tax Considerations
Transaction structure, holding-company considerations and applicable tax and treaty positions can influence transaction economics and post-deal returns. These considerations should be evaluated during structuring rather than after the transaction is signed.
Who This M&A Advisory Service Is — and Isn't — Built For
M&A advisory is most effective when there is a defined transaction objective, a realistic timeline and a willingness to engage through the full process.
This is a good fit if
- 01
You're Seriously Considering a Transaction
You're evaluating a sale, merger, acquisition or strategic investment within the next 6–18 months.
- 02
You Need Full Transaction Support
You want an advisor who can manage the M&A process from strategy and valuation through negotiation, execution and closing — not simply make introductions.
- 03
You Need Evidence-Based Valuation
You need a business valuation grounded in market evidence, comparable transactions and relevant buyer or investor behavior — not a generic industry multiple.
- 04
You're Prepared for a Disciplined Process
You understand that complex transactions require preparation, due diligence, negotiation, deal structuring and coordination across multiple advisors.
This isn't the right fit if
- 01
You're Only Exploring Your Valuation
You're simply curious what your company might be worth, with no current intention to pursue a transaction.
- 02
You've Already Appointed Another Advisor
You've already retained another advisor for the same M&A mandate and are looking for an additional party to execute the same role.
- 03
You Expect an Immediate Transaction
You're looking for a same-week turnaround on a complex acquisition, sale or cross-border M&A transaction that requires substantial diligence and coordination.
- 04
You're Looking for a Buyer List
You're looking for a mass-market list of potential buyers rather than a targeted, confidential transaction process.
M&A Readiness: Don't Go to Market Before You're Ready
One of the most common reasons a promising M&A process stalls isn't a weak business — it's a business that wasn't prepared to withstand detailed scrutiny when the first serious buyer appeared.
Financials aren't diligence-ready
Starting buyer conversations before financial statements, management reporting and key business assumptions are clean, consistent and explainable can create avoidable questions during financial due diligence.
The buyer process is too narrow
Approaching only one buyer at a time can reduce competitive tension and weaken your negotiating position. A targeted buyer strategy can create stronger alternatives while maintaining confidentiality.
Valuation expectations aren't defined
Entering negotiations without a clear valuation framework and defined transaction parameters can make it harder to distinguish between an attractive offer and one that does not meet your objectives.
The business isn't prepared for buyer scrutiny
Missing documentation, unclear ownership structures, customer concentration issues, management dependencies or unresolved commercial matters can slow due diligence and transaction execution.
We didn't just want an introduction to a buyer — we wanted someone who understood why our structure mattered to the right buyer. That's the difference.
Founder, mid-market manufacturing client (name withheld by request)
Who you'll work with
Led by our Founder & Managing Partner
The person who takes your first call runs your mandate personally through to close, not a name that disappears after the pitch.
Before your first buyer call
M&A Readiness Checklist
Ten questions worth answering honestly before your first buyer conversation — the same ones we ask every new mandate.
On M&A and deal positioning.
M&A
What Buyers Actually Look For in a First Meeting
What actually changes when acquirers take a seller seriously from the first conversation — and the three things most founders get wrong before they sit down.
Read the article
HNI Advisory
Co-Investing Alongside Institutional Capital
What it actually takes for an individual investor to participate in a live institutional mandate — suitability, terms, and shared diligence explained plainly.
Read the articleM&A Advisory FAQs
An M&A advisor helps clients plan, evaluate and execute mergers, acquisitions, divestitures and other strategic transactions. Depending on the mandate, this can include transaction strategy, target or buyer identification, valuation, due diligence coordination, negotiation, deal structuring and transaction execution through closing.
Buy-side M&A focuses on helping a company, investor or strategic buyer identify, evaluate and acquire a suitable business. Sell-side M&A focuses on helping founders, shareholders or companies prepare for and execute a sale. While the objectives differ, both require disciplined valuation, due diligence, negotiation and transaction execution.
M&A valuation considers the company's financial performance, growth prospects, market position and transaction dynamics. Depending on the business and mandate, valuation may use comparable companies, precedent transactions, DCF analysis, revenue or EBITDA multiples and other relevant methodologies. The objective is to establish a valuation range supported by market evidence rather than relying on a generic multiple.
M&A due diligence is the process of evaluating a business before completing a transaction. It can cover financial, commercial, operational, tax and legal considerations, as well as areas such as quality of earnings, working capital, contracts and potential liabilities. The findings help inform valuation, deal structure, negotiation and transaction risk.
The timeline varies significantly depending on the size and complexity of the transaction, the parties involved, the level of due diligence, regulatory requirements and transaction structure. A straightforward transaction may progress relatively quickly, while complex or cross-border M&A transactions can take considerably longer. We establish a transaction roadmap and key milestones at the outset of the mandate.
M&A advisory fees depend on the nature, complexity and size of the mandate and the scope of services required. Depending on the engagement, fees may include a combination of an initial or ongoing advisory fee and a transaction-related success fee. The commercial structure is discussed and agreed before the mandate begins.
The initial discussion typically focuses on the company's objectives, transaction rationale, financial performance, ownership structure, business model, market position and desired timeline. For an acquisition mandate, we may also discuss acquisition criteria, target sectors, geography and investment parameters. The precise information required depends on the nature of the transaction.
Yes. LGS Capital advises on cross-border acquisitions, divestitures and strategic transactions involving multiple jurisdictions. These mandates can involve additional considerations around valuation, transaction structure, regulatory requirements, taxation, capital flows and execution. Where specialist legal, tax or regulatory advice is required, we coordinate with the appropriate advisors.
Closing is not necessarily the end of the transaction process. Depending on the mandate, post-deal priorities may include integration planning, governance, operational alignment, management transition and value realization. A structured handoff can help establish priorities for the first 100 days following completion.