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The right M&A strategy

The complexities surrounding an M&A process can cost you in time, money and stakeholder confidence if not handled correctly, especially when cross-border integration is required.

While navigating the tricky path from agreement to integration, you must also consider all aspects of compliance as you build or integrate a business infrastructure that must deliver entity management, HR administration, payroll, accounting, bookkeeping and tax compliance.

It is not possible to simply import your existing operational blueprint or adopt the strategy of the seller in your chosen jurisdiction. The intricacies of each M&A process are nuanced and depend on the complexity of the compliance requirements of that country.

We specialise in finding fast answers to the complicated problems that arise in mergers and acquisitions. Our expert team works to flawlessly execute the required processes, allowing you to expand your business in a stable and secure environment.

Support and stability during and after the deal

Mergers and acquisitions - Deal structure

Deal structure

  • Health check: financial, legal compliance, HR and payroll
  • Special purpose vehicle (SPV) setup and lifecycle management
  • Time and cost analysis of entity setup and operational readiness
  • Health check: financial, legal compliance, HR and payroll
  • Special purpose vehicle (SPV) setup and lifecycle management
  • Time and cost analysis of entity setup and operational readiness
Mergers and acquisitions - Deal funding

Deal funding

  • Loan agency services
  • Trustee services
  • Cash management
  • Loan administration and agency services
  • Loan agency services
  • Trustee services
  • Cash management
  • Loan administration and agency services
Mergers and acquisitions - Due diligence

Due diligence

  • Global transaction risk management and mitigation
  • Defining optimal corporate operating model
  • SPV setup and lifecycle management
  • Global transaction risk management and mitigation
  • Defining optimal corporate operating model
  • SPV setup and lifecycle management
Mergers and acquisitions - Entity formation and operational readiness

Entity formation and operational readiness

  • Legal entity formation and activation
  • Bank account setup support
  • Local company registration
  • Investment capital management
  • Business licensing
  • HR/pension registrations
  • Tax registrations
  • Legal entity formation and activation
  • Bank account setup support
  • Local company registration
  • Investment capital management
  • Business licensing
  • HR/pension registrations
  • Tax registrations
Mergers and acquisitions - Back office support

Back office support

  • Global payroll
  • HR administration
  • Local and management accounting
  • Tax compliance
  • Entity management
  • Change management
  • Global payroll
  • HR administration
  • Local and management accounting
  • Tax compliance
  • Entity management
  • Change management

FAQ

Post-merger integration involves bringing together two or more entities during a merger, acquisition or carve-out. This includes all assets, people, tasks and resources. When done successfully, post-merger integration realises the highest value for the new entity through operational efficiencies and synergies.

Due diligence refers to the research and analysis of a company done in preparation for a business transaction (merger, acquisition or carve-out of any kind).

A TSA is a transitional service agreement between the buyer and seller of a company. It covers the operational support the buyer needs from the seller before the buyer has all the systems or frameworks in place to fulfil various functions during the transitional period. The TSA sets out the exact nature, scope and price of the services the seller agrees to provide to the buyer – which may include accounting and tax, HR and payroll and IT support.

During a carve-out, a company partially divests one of its business units by selling shares (usually a minority stake) while retaining equity in the newly created entity. The vast majority of carve-out transactions tend to be the 100% disposal of a non-core part of their business either through a share sale or asset sale.

There are four main types of post-merger integrations. Preservation happens when the acquiring company leaves the target company to be autonomous. Holding is when the acquiring company keeps ownership of the target company but does not integrate the target company. Symbiosis refers to deciding on specific integration points to reach the objectives of the merger. Absorption occurs when the acquiring company fully absorbs the target company.


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TMF Group is a leading provider of critical administrative services, helping clients invest and operate safely around the world. More than 10,000 colleagues in 125 offices across 86 jurisdictions provide local expertise. Our locations cover 92% of world GDP and 95% of FDI inflow.

We are a key part of our clients’ governance, providing the accounting, tax, payroll, fund administration and legal entity management services essential to their success. We make sure rules are followed, reputations protected and operational compliance maintained. We work with the majority of the Fortune Global 500, FTSE 100 and top 300 private equity firms.

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