Kirchner Group is known for bringing a strong industry and operational perspective to support its senior only M&A team.
Our niche is mid-market sell side mandates to strategic buyers including those centering around deep intellectual property. In addition to completing hundreds of transactions as agents, advisors, and/or principals, our professionals leverage our operational strengths to identify and articulate value propositions to strategic buyers.
We have successfully completed transactions in 30 different countries across six continents by leveraging our corporate offices across the United States and Canada as well as our contacts worldwide. Our model pairs one or more of our resident domain experts with an M&A professional for each engagement. This allows for unprecedented insight into the industry as well as streamlined direct contact with strategic buyers which results in premium valuations.
Our approach to M&A is very hands-on.
We strive to tailor the value proposition in an M&A to each individual buyer rather than promoting a typical “one size fits all” mentality. This is a heavy-lifting approach that we have been able to conduct effectively for our clients because of our senior-only transaction team. The senior team you meet day one will be the team you work with through the entire process and that ultimately sells your company – no bait and switch tactics. We focus on our core expertise – maximizing value for our clients seeking to be acquired by strategic buyers.
Kirchner Group assists in the execution of mergers, acquisitions, and divestitures. Leveraging the operational, transactional, international, and domain experience of our team, we can provide the services of a large-scale firm while maintaining the hands on approach of a boutique firm.
The founders developed innovative measurement and control hardware and software products for use in a variety of applications related to energy exploration and development.
They had gained traction in generating revenue and interest with early customers.
To realize on its growth potential and stay ahead of the technology curve, the operational and financial support of a larger strategic player was required. As such, the Board decided to explore its strategic alternatives including M&A.
An operational perspective to the deal
Completed a rework of corporate presentation material and conducted an extensive analysis of prospective acquirers.
Early in the marketing process, an existing customer emerged as a leading candidate. However, while reasonable based on financial metrics, the initial offer did not meet the expectations of the Board.
In addition to expanding the scope of prospects, with management, we explored the potential for incremental uses of the technology within the operations of the lead prospect. This exercise uncovered several realistic opportunities including preventative maintenance applications and specific new product lines to enhance revenue.
Met with the leading prospect to present and discuss the new applications with the objective of capturing their interest and hearing their impressions. They showed great interest and shared a lot of information with us in this operational discussion.
We followed up with an updated cash flow model including forecasts for the base business and incremental revenue and cost savings to result from the combination.
We received an increased offer from the lead prospect that was over 2x its original.
The transaction with this billion dollar public energy services company was closed over a few months from launching the M&A process.
Negotiations following the LOI preserved and resulted in a moderate increase in the value with careful attention to structuring, definitions and other details such as formulas related to the closing balance sheet and earn-out and escrow provisions.
All key employees joined the acquirer on attractive employment terms.
Along with the support of a parent, the company has retained their existing location and retained much of the operational autonomy it had before the transaction.