Initial identification to final integration

Most CEOs are primarily focused on day-to-day operations and driving continued organic growth for the existing business. They often have little time to explore acquisition opportunities and may only hear about them when they become public knowledge in the market.

Many of the most successful acquisitions, however, come from upfront strategic planning followed by proactive outreach, rather than reactive bidding. Which is why our team can support our companies through seven key stages of the M&A process:

Strategizing acquisition priorities—leveraging decades of M&A experience, we help our executive teams identify strategic priorities for acquisitions. Ones that could strengthen their market leadership position and accelerate growth. The acquisition priority might, for example, center around expanding the product offering. This can enhance competitive positioning and drive cross-sell opportunities within existing customers. Or the focus could be on extending into adjacent industry verticals to expand the total addressable market. Each situation is unique and requires thoughtful strategic planning as a board and management team.

Company identification—once we establish acquisition priorities, we leverage Frontier’s resources to canvas the broader market. This allows us to explore which businesses could provide the complementary synergies our companies are seeking to drive their breakout growth potential. We analyze each against a range of core acquisition criteria (both financial and strategic) that align with the agreed strategic priorities. And we work with company leadership to identify which acquisition opportunities they’d like to pursue.

Direct outreach—our sourcing team reaches out to the leadership of acquisition targets, directly or via introductions from our network, to explore the potential for a mutually beneficial acquisition.

Check for alignment—we work with potential acquisition targets to assess the strengths and weaknesses of their businesses and understand the ambitions their founders and CEOs have for their companies. This enables us to determine whether the combination of the two businesses is likely to be a good fit.

Due diligence—having been involved in many acquisitions ourselves, our team is highly experienced in running due diligence on a deal. We’ll thoroughly evaluate the target business from multiple angles covering both hard numbers and softer cultural factors to validate the strategic fit.

Executing the acquisition—we work with our companies and the acquisition target, together with their wider team and partners, to execute the deal quickly and efficiently.

Smoothing integration—the most successful acquisitions focus just as much on what happens after the ink is dry as before it. So we support our companies with hands-on assistance from our Operating Partners and Talent Team to make integrating the two businesses run smoothly and effectively.