M&A Due Diligence Consulting

Reduce uncertainty before signing and improve execution after closing. Al Banyan Tree provides M&A Due Diligence and Due Diligence Consulting services for Private Equity firms, corporate acquirers, sellers, and investment committees that need an independent, objective, and decision-ready view of a transaction.

Our M&A Due Diligence approach is built to test the deal thesis, not to complete a checklist. We combine seasoned due diligence professionals, proprietary insights and data, advanced analytics and software tools, and a strategic and commercial perspective to assess whether a target can create shareholder value under realistic market conditions. The work is tailored to the industry and transaction context, including sectors such as Life Sciences, Retail, industrials, and business services, and can support both buy-side and sell-side processes.

We separate Commercial Due Diligence from financial review, but connect the two where it matters. Financial diligence explains historical performance, cash generation, working capital, acquisition financing capacity, and quality of earnings. Commercial Due Diligence tests market size, growth, customer concentration, pricing power, competitive intensity, channel dynamics, and the sustainability of the revenue model. Together, these workstreams show whether the investment thesis is credible and whether downside cases are being underestimated.

Our teams evaluate key risks across market demand, customer churn, supplier exposure, margin pressure, operations, IT, HR, compliance, management depth, and integration feasibility. We review contracts, cost drivers, concentration risks, commercial pipelines, and operating assumptions to determine what is recurring, what is one-off, and what depends on optimistic execution. For carve-outs, divestitures, and complex cross-border deals, we also examine stranded costs, stand-alone requirements, functional separation, Transitional Services Agreement needs, and execution bottlenecks that often emerge only after signing.

For corporate buyers and PE firms, synergy assessment and realization are treated as a core valuation issue rather than an afterthought. We quantify revenue and cost synergies, challenge timing assumptions, identify dis-synergies, and test whether the proposed value creation plan is operationally achievable. We also pressure-test management plans against market evidence, competitor benchmarks, and operational constraints, so clients can distinguish headline upside from deliverable value.

A strong diligence report should not only list findings. It should rank issues by materiality, show what can break the deal, identify what can improve price or terms, and define the actions required for Post-Merger Integration. That is why we translate findings into negotiation priorities, confirmatory diligence questions, deal structuring options, PMI workstreams, and decision points for boards and investment committees. The result is practical Investment Decision Support that helps clients bid confidently, protect against deal fever, and move into execution with fewer surprises. Where required, we also help the client frame Day 1 priorities, TSA exit actions, and the first 100 days of value capture.