Whether you’re a corporate entity, private equity firm or high-net-worth individual, it’s important to ensure your acquisition delivers strategic and/or enhanced profitability while minimising financial and tax risks.
Our due diligence process is designed to help you interrogate financial, commercial and operational assumptions, rate the level of risk involved in the transaction, explore strategies to address risks or make adjustments, as well as suggesting when to walk away from an unsuitable deal.
Due diligence clarifies the strengths and weaknesses of the company you’re thinking of buying, or your own company for that matter. This could affect the purchase price, or negotiations concerning guarantees or indemnities. At Baker Tilly Staples Rodway, we offer you due diligence support in the following areas:
We have the flexibility to respond to tight deadlines and can draw on the expertise of auditors, dedicated tax consultants, HR specialists and other experts as required.
If you are looking at buying the assets of a business, we can help you assess the quality of working capital, fixed assets and unreported capital expenditure requirements.
The ultimate outcome of a due diligence engagement is an insightful report detailing the quality of earnings and assets as part of our findings, providing recommendations for post-acquisition improvements, suggesting potential purchase price adjustments, identifying key risk areas that should be ring-fenced, and highlighting issues that could be deal breakers.
We can assist and shepherd you through the full deal process, including reviewing sale and purchase agreements, and structuring the purchase entity (including the debt and equity mix) ensuring tax efficiency and compliance with thin capitalisation requirements.
Choose your location for better results
We help with company governance, administration and provision of directors.
Get greater clarity and control over the performance of your business.
Support for all stages of the process when you aim to expand by acquisition.
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