Mergers & Acquisitions Advisory
We advise promoters, boards, investors and family businesses on mergers, acquisitions, business sale, strategic partnerships and cross-border transactions.
Overview
M&A creates or destroys value at the negotiation table and during integration — not on the pitch deck. Our role is to protect and maximise value at both stages.
We offer end-to-end M&A advisory covering strategy, target identification, valuation, deal structuring, negotiation, due diligence coordination and post-deal integration.
Our M&A Advisory Services
Sell-side
- •Promoter exit and business sale advisory
- •Buyer identification and outreach
- •Confidential information memorandum
- •Valuation, term-sheet and definitive documentation
Buy-side
- •Acquisition strategy and target identification
- •Financial, tax, legal and commercial diligence coordination
- •Deal structuring — merger, slump sale, share purchase, demerger
- •Post-acquisition integration support
Structuring
- •Tax-efficient deal structuring
- •Cross-border and FEMA / FDI structuring
- •Earn-out and deferred consideration structuring
- •SPA / SHA / BTA negotiation support
How we work
- 01
Strategy
Define objectives, targets or exit path.
- 02
Prepare
IM, financial model, valuation and data room.
- 03
Transact
Outreach, term-sheet, diligence and definitive docs.
- 04
Close & Integrate
Closing conditions, closing and integration.
Why clients choose us
- ✓Combined finance, tax and legal team — one accountable advisor across the deal
- ✓Strong buyer / investor network across strategics, PE and family offices
- ✓Practical, promoter-aligned negotiation approach
- ✓Post-deal integration and value-capture support
Challenges we help you navigate
Fragmented advisors, uneven quality
Most m&a advisory mandates cross tax, legal, finance and secretarial workstreams. Handing them to separate advisors creates gaps in strategy, timelines and accountability.
Regulatory complexity and shifting law
The regulatory landscape around m&a advisory has moved quickly in the last few years. Precedents, circulars and enforcement priorities change how a matter should be structured and defended.
Commercial trade-offs, not just paperwork
Every m&a advisory decision affects cash, tax, timelines and stakeholder trust. Documentation alone is not enough — the underlying commercial call has to be right.
Execution capacity under time pressure
Boards and promoters usually engage on a deadline — a filing, a board meeting, a diligence, a hearing. Slippage is expensive and often irreversible.
Is this right for you?
We work best with organisations that recognise themselves in the profiles below. If any of these describe your situation, we should talk.
- ✓Promoters and boards evaluating a m&a advisory decision for the first time
- ✓Growth and mid-market companies that need integrated m&a advisory advice under one roof
- ✓Family-owned businesses balancing commercial goals with governance and succession considerations
- ✓Investors, lenders and other stakeholders assessing a counterparty on m&a advisory matters
- ✓Listed and IPO-bound companies needing disciplined m&a advisory execution alongside disclosure obligations
What you receive
- Diagnostic memo on the m&a advisory objective, options and key risks
- Detailed workplan with responsibilities, timelines and dependencies
- Structured documentation package — filings, submissions, contracts or schemes as applicable
- Board / promoter briefing notes at each decision point
- Coordination log with intermediaries, regulators or counterparties
- Handover file with post-engagement compliance and monitoring calendar
How the engagement runs
Kick-off & diagnostic
Week 1–2
Fact-gathering, exposure assessment, option evaluation and workplan sign-off with the promoter or board.
Structuring & drafting
Week 3–6
Design of the preferred structure, drafting of core documents, tax and regulatory positioning, internal review cycles.
Execution & filings
Week 6–12
Filings, negotiations, hearings or coordination with counterparties, regulators and intermediaries.
Closure & handover
Post go-live
Post-engagement compliance calendar, monitoring framework and knowledge transfer to internal teams.
Frequently asked questions
How is deal structure decided — merger, slump sale or share purchase?
It depends on tax impact, regulatory approvals, liabilities being assumed, employee transfer and buyer preference. We compare structures on tax, timing and risk and recommend the optimal path.
Explore complementary practices
Business Valuation Services
Business valuation for M&A, fund raising, IPOs, ESOPs, income tax, FEMA, IBC and family settlements — DCF, multiples and asset-based appr…
Learn more →Due Diligence Services
Financial, tax, legal and commercial due diligence for M&A, fund raising, IPOs and lender transactions — buy-side, sell-side and vendor d…
Learn more →Corporate Law Advisory Services
Corporate law advisors for Companies Act compliance, contracts, JVs, shareholder agreements, restructuring, NCLT matters and cross-border…
Learn more →Corporate Restructuring Advisory
Corporate restructuring advisors — merger, demerger, slump sale, hive-off, capital reduction, group restructuring, NCLT scheme and tax-ef…
Learn more →From our Knowledge Centre
The Promoter's SME IPO Readiness Checklist
A practical readiness framework across financials, governance, tax and shareholding — before the merchant banker walks in.
Read article →Negotiating Earn-outs in Mid-market M&A
How to structure earn-outs that actually get paid — metrics, gates, disputes and the traps buyers and sellers fall into.
Read article →Preparing a Family Business for External Capital
Governance, shareholder arrangements and tax structuring that make a family business investable without diluting control.
Read article →Talk to our m&a advisory team.
Share a brief on your requirement and we'll respond with a clear path forward within one working day.