The Flunger & Company advises on M&A transactions on the sell side or buy side, depending on the client's mandate. We take on specific phases, critical transaction issues, or the full process — from first contact to closing.
On the sell side, we support the sale of a company, the divestiture of a business unit, or the admission of a new partner. We establish a reference valuation for the asset, prospect and qualify potential acquirers, and sustain the negotiation through to closing.
On the buy side, we structure acquisitions guided by strategic intent — whether to consolidate market position, acquire capabilities, secure access to channels or inputs, or expand operations. We formulate the acquisition thesis, identify and prioritize targets, examine each opportunity, and sustain the transaction negotiation.
This capability combines our experience as executives and managers — including business development for companies and investors — with our M&A project experience. In each mandate, we apply the appropriate competencies and tools, including simulation, optimization, and statistics, and we coordinate teams of lawyers, accountants, and other specialists involved.
Identifying and qualifying counterparties on each side of the transaction.
Scenario-based valuation and quantification of transaction risks.
Managing terms while preserving the mandate's strategic premises.
Converting the transaction plan into measurable operational results.
Each phase is led by senior professionals with sector knowledge, proprietary methodologies, and analytical rigor.
Prospecting stems from deep market knowledge. We mobilize senior specialists from the sectors where we operate and maintain close relationships with industry associations that ensure mastery of the decisive factors in each segment.
On both sides, we incorporate compliance assessment from the earliest stages of the process.
Strategic due diligence rigorously analyzes the business conditions, validating the past and identifying potential value avenues for the future. Our approach goes beyond legal due diligence and financial and tax audit — without replacing them, as they are fundamental and support our work. Strategic due diligence seeks to validate the business premises and identify its sources of value, sustaining a negotiation process that creates value for our clients.
Our financial models combine market condition simulations — using tools such as Monte Carlo simulation — with scenarios derived from our scenario planning approaches. Results are validated against market benchmarks and calibrated with the client to reflect business realities and expectations.
We coordinate legal, accounting, tax, and labor audits to anticipate negotiation challenges and address them proactively. From these analyses, we build valuation financial models and structure the negotiation, integrating legal support and value engineering, always aligned with the client's objectives.
We coordinate legal, accounting, tax, and labor audits to identify transaction risks. We assess the business premises and conditions, seeking value avenues beyond the obvious and verifying the strategic alignment of the business with the client's objectives and values — always supported by a scenario-based view.
Negotiation requires authority at the table and coherence with the defined objectives. We allocate senior professionals who intervene directly in the process, lending weight to the client's position before the other party, and coordinate the accounting, legal, and technical teams needed to address each critical point.
We negotiate to preserve the value established in due diligence and secure the seller's exit conditions, without concessions that undermine the transaction's fundamentals.
We negotiate to safeguard the premises that justified the acquisition. We design the corporate governance structure that reconciles the parties' interests, sustaining the necessary flexibility without yielding on fundamentals.
Integration converts the transaction plan into concrete actions and measurable results. We mobilize professionals who address the immediate challenges without sacrificing the business's long-term vision, applying PMI project management methodologies.
We adjust execution to market changes without relinquishing the original objectives that justified the transaction.
A decisive phase on the buy side: the value projected at acquisition must materialize in operations and results.
In certain cases, we assume interim management positions to execute restructuring from inside the acquired business.
For a food company, we segregated the cold-chain logistics operation into an independent business unit for sale. We modeled the valuation and the corporate and tax structure of the new unit, generating more than 20% savings in the original operation's logistics costs and an additional revenue stream.
View CaseFor an international investment vehicle in the sugarcane energy sector, we evaluated mills across Brazil using financial models integrating agricultural, industrial, and financial estimates, and ranked them in a target portfolio aligned with the investor's strategic criteria.
View CaseFor an international private equity examining an ethanol mill in Colombia, we conducted due diligence on the project and operation, identified the risks that made it unviable as proposed, and defined the conditions for the investor's safe entry.
For a multinational investor in the acquisition of a technology company that had lost strategic fit with its business model, we recentered the original strategic premises in the negotiation and closed the transaction on time, with a balanced outcome for both parties.