An acquisition-readiness project can require financial information, legal records and a clear account of unresolved issues before a business decides how to proceed. Supplier selection should focus on assembling usable evidence and coordinating workstreams, not on promises that a transaction will close or achieve a particular valuation. This guide offers procurement criteria rather than a ranking of firms.
An acquisition-readiness project can require financial information, legal records and a clear account of unresolved issues before a business decides how to proceed. Supplier selection should focus on assembling usable evidence and coordinating workstreams, not on promises that a transaction will close or achieve a particular valuation. This guide offers procurement criteria rather than a ranking of firms.
State what the business wants to understand and which decision the work will support. Identify the entities, jurisdictions, available records and expected timetable. Ask advisers to distinguish readiness preparation from transaction advice, negotiation or implementation that may require separate appointments.
Avoid an undefined request to make the business sale-ready. It can produce a large report without agreement on which records, analyses and legal questions must be resolved first.
Ask the proposed team how it will inventory information, identify missing records and assign questions to the appropriate professional. The financial and legal workstreams should use consistent entity names, periods and transaction assumptions.
For example, a financial summary may include income from an arrangement whose documentation is incomplete. The team should flag the interface and explain what further review is needed, rather than allow one report to imply certainty that the other does not support.
Ask who will manage access, versions and responses to requests. Have legal counsel determine the confidentiality, disclosure and other matter-specific arrangements. A shared folder is not an adequate substitute for deciding who may see which information and for what purpose.
Confirm how the adviser team will distinguish verified facts, management representations, assumptions and unresolved issues. That distinction helps the business understand the strength of the readiness evidence without suggesting that every uncertainty has been removed.
Compare teams on relevant experience, named personnel, scope clarity and the plan for producing a usable issue register. Ask references about coordination and evidence quality, not only whether a previous transaction completed.
Use milestones that allow the business to review findings before authorising further work. Record who owns each unresolved action and which professional is responsible for the related advice. The best-fit team supports a better-informed decision about the next stage; it should not be selected because it makes the most confident promise about a financial or legal outcome beyond the evidence available.
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