Anatomy of an M&A Deal — Two Years Before Through the Close

M&A success is built 18–24 months before a deal. Learn how leaders prepare, avoid pitfalls, and maximize enterprise value.

Many leaders think about mergers and acquisitions only when a buyer appears or an investment banker calls. In reality, the success or failure of a transaction is largely determined 18–24 months before a deal is ever signed.

In this Climbing Higher session, Kelly will walk through the lifecycle of a typical lower-middle-market M&A transaction from the strategic preparation phase through deal close. The discussion will focus on what experienced buyers, private equity firms, and advisors look for in a company before engaging in a transaction.

Participants will gain a practical perspective on how leadership teams can position their organization for optionality—whether the future involves selling, acquiring, bringing in investors, transitioning ownership, or simply building a more valuable business.

The session will also highlight common pitfalls that erode deal value, stall transactions, or create unnecessary risk during diligence.

This webinar is designed for owners, CEOs, and leadership teams of mid-market organizations who want to understand how enterprise value is created, protected, and realized during a transaction.

Objectives

• Understand the full lifecycle of a typical mid-market M&A transaction.
• Recognize the leadership, operational, and financial factors that influence deal value.
• Identify the early preparation steps leaders should take 18–24 months before considering a transaction.
• Avoid common mistakes that reduce valuation or stall deals during diligence.
• Evaluate whether their organization is positioned for future strategic options such as acquisition, investment, or ownership transition.

Why Attend

• Understand the real M&A timeline - Learn what actually happens from early preparation through due diligence and closing.
• See what buyers evaluate - Understand the financial, operational, and leadership factors that drive deal interest and valuation.
• Prepare your business earlier- Discover what leaders should be doing 18–24 months before a potential transaction.
• Avoid common deal mistakes - Identify pitfalls that can reduce value, delay a deal, or derail it during diligence.
• Build enterprise value - Gain practical insights that strengthen your business whether you plan to sell, acquire, or simply scale.
• Increase strategic optionality - Position your organization for future opportunities including M&A, private investment, succession, or ESOP transition.