M&A Advisory
Selling a business, buying one, or separating a division is a finance-intensive process — and the quality of the numbers drives the quality of the outcome. We bring nearly two decades of transaction experience, on deals from $1M to $1B+, to companies preparing for and executing strategic transactions.
The best exits start one to two years before the process does. We get the financial house in order early — so diligence confirms your story instead of discounting it, and surprises surface on your timeline, not the buyer's.
We've spent years working shoulder-to-shoulder with dedicated QoE providers on live transactions — we know what they look for and how the analysis comes together. For smaller deals we prepare focused, right-sized QoE analyses directly; for full-scope engagements we manage the provider, prepare the data, and defend the adjustments on your behalf.
Separating a business unit means building financial statements for something that has never stood alone. We construct the standalone view — revenue, costs, allocations, and balance sheet — and support the separation through close and beyond.
Getting the deal closed is half the work; making the numbers one company is the other half. We support acquirers through diligence and then do the integration work that turns a signed deal into a clean, consolidated close.
How We Work With Deal Teams
Deals already have bankers, attorneys, and diligence providers. We're the finance arm that makes their work faster: clean data, ready schedules, and a practitioner who speaks the language on both sides of the table.
Nearly two decades of transaction work — from lower-middle-market exits to billion-dollar integrations.
We coordinate with your bankers, attorneys, and QoE providers so workstreams move together, not in sequence.
Readiness work done ahead of the process compounds — cleaner diligence, stronger negotiating position, fewer re-trades.
A family-owned manufacturer planned to sell within two years. The business was strong, but the books were cash-basis, owner expenses ran through the P&L, and there was no documentation a buyer's diligence team could rely on.
Converted the financials to GAAP, built normalized EBITDA and add-back schedules with support, assembled the data room, and ran a readiness review to surface and resolve issues before the process launched.
The company entered the market with defensible numbers and a complete data room. Diligence confirmed the story rather than reopening it, and the process stayed on the seller's timeline.
Representative example for illustration.
A 30-minute exploratory call. Whether a deal is two months out or two years out, we'll talk through where the numbers stand and what readiness looks like.
Schedule an Exploratory Call →rocky@huntandcoadvisors.com · Smyrna, GA