Frame the thesis
Set out why the deal is being considered, the assumptions it depends on and the questions diligence must answer.
M&A and due diligence
See the deal before you set the terms.
The M&A module brings financial, strategic, people and operating evidence into a structured deal assessment. Deep Intelligence carries findings through value and funding scenarios, negotiation choices, decision material and integration priorities.
THE ANALYSTDEEP INTELLIGENCE
Advisor questionWhat are we buying, what could break the thesis, and how should that change the deal?
What goes in
- Target and acquirer evidence with source and period
- The transaction thesis, proposed terms and advisor assumptions
- Financial, people, market and operating assessments
What comes out
- A source-backed target assessment with upside and downside
- Quantified value, cash, funding and deal-structure scenarios
- Reviewed negotiation, lender or investment, and integration material
Illustrative workflow · Advisor judgement stays in the loop
The workflow
From question to next move.
Investigate
Compare financial, strategic, people and operating claims with source evidence and contrary findings.
Quantify
Model how findings change upside, downside, cash, indicative value and funding needs.
Shape the deal
Revisit the thesis, price, structure and negotiation position in light of the evidence.
Prepare the decision
Clear the relevant lender or investment material and record integration priorities.
Follow through
Carry reviewed actions into implementation and monitor the assumptions that matter after the decision.
The full deal path
Diligence should change the decision.
Findings are useful when they can affect what the buyer pays, the terms they request, how the deal is funded or whether they proceed. The module keeps that chain visible from evidence to negotiation.
- Link each material finding to a source and an assumption
- Test price, structure and funding under alternative scenarios
- Revisit the transaction thesis when contrary evidence appears
After the decision
Give integration a financial and operating baseline.
The integrated forecast, risks and strategic priorities inform what the combined business needs to do next. A reviewed decision pack can bring the case together for lenders or investment stakeholders.
- Compare the standalone and combined financial paths
- Identify people, system and operating dependencies
- Carry integration priorities into assigned actions and monitoring
A possible decision
Make the deal shape explicit.
An acquisition review may show that the strategic fit is strong but a particular risk belongs in the price or structure. The advisor can take that conclusion into negotiation and use the same reviewed evidence for a lender conversation.
- Separate the investment case from the seller's claims
- Explain the cash and value effects of the proposed terms
- Set the first integration decisions before completion