Jarrod serves as a senior valuation and due diligence manager, focusing exclusively on the healthcare industry. He is skilled in complex healthcare transactions and delivering tailored solutions to meet the needs of hospitals, dentists, physician practices and long-term care facilities.
In the course of an acquisition, “due diligence” is often regarded as a built-in part of the process – a formality to be checked off once it’s completed. However, acquisitions that conduct thorough and competent due diligence have a greater chance of success because decision-makers have the quality of information they need to make a decision.
Events during the past few years have changed merger and acquisition deal volumes, a trend we expect to continue, including large numbers of transactions driven by the amount of debt and equity capital available. We see this in all deal sizes and across all industries.
In Mergers & Acquisitions (M&A), the landscape changes, sometimes rapidly. The reasons can be that the market is “hot” or “cold,” depending upon the level of interest, or valuation multiples demonstrated by buyers. It can also happen when fundamental differences take place that often result in common knowledge becoming outdated or inaccurate.
Many of us rely on lists and step-by-step instructions to get us through some of the simplest tasks in life, like grocery shopping. And yet, when it comes to something as complex as the sale or acquisition of a business, many entrepreneurs and executives are willing to “wander the aisles” aimlessly trying to figure a transaction out instead of doing the basic planning that they use to make a trip to the supermarket successful. If your business plan calls for a merger or acquisition, here’s a suggested checklist to keep your transaction on track.
Josh Edwards is the firmwide director of HORNE Capital Strategies and a member of HORNE’s Board of Directors. He brings extensive experience in areas such as strategic growth, mergers and acquisitions and due diligence.
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