M&A Advisory

Sell-Side Advisory

On the sell‑side, we help clients prepare and run a professional, competitive process while preserving confidentiality and control. Our work typically includes:

  • Strategic options analysis and valuation perspectives.
  • Preparation of transaction materials and equity stories.
  • Identification and approach of potential financial and strategic buyers.
  • Management of due diligence, negotiations, and closing steps.

We are particularly experienced in situations where buyers may come from different regulatory, cultural, or financing environments.

Buy-Side Advisory

For acquirers, we act as a discreet extension of your team, from thesis through execution. Our support often covers:

  • Target screening and prioritization aligned with strategic objectives.
  • Initial contact, indicative valuations, and preliminary diligence.
  • Coordination of detailed due diligence and integration planning input.
  • Support in structuring, negotiating, and closing deals.

Our cross‑border focus is valuable for groups expanding between Europe, the Middle East and Asia, or seeking assets that bridge those regions.

Carve-Outs and Special Situations

Carve‑outs and complex situations require careful planning beyond headline price. We help design and execute:

  • Standalone perimeter definitions and financial carve‑out views.
  • Transitional service agreements (TSAs) and exit from group systems.
  • Organization and governance design for the standalone entity.

We also advise on restructurings and selected special situations where transaction and project dimensions intersect.

Independent Advice and Alignment

As a newly established, independent firm, we are not constrained by product agendas. We limit the number of mandates to ensure partner‑level involvement throughout the process and maintain full transparency on fees, conflicts, and expectations.

Post‑Acquisition Services

Closing a deal is only the beginning of value creation. W ETHOS supports clients after signing and closing to ensure that the integration, carve‑out, or standalone setup actually delivers the strategic and financial outcomes that justified the transaction in the first place.

From Deal Rationale to Value Creation

We work with owners and management to translate the investment or transaction thesis into a concrete post‑acquisition plan, typically covering the first 100–180 days and the longer‑term value‑creation roadmap. This includes clarifying priorities, sequencing initiatives, and defining how progress and synergies will be measured and reported.

Integration & 100‑Day Planning

For integrations, we help design and steer a pragmatic integration approach that balances speed with business continuity:

  • Integration blueprint aligned with the deal rationale and risk profile.
  • 100‑day plan and workstreams (commercial, operations, finance, people, IT).
  • Governance and PMO structure, with clear roles, decision rights, and cadence.
  • Day‑1 readiness work to protect customers, employees, and critical processes.

Our aim is to keep leadership focused on critical decisions while providing structure and additional bandwidth.

Synergy and Performance Management

We support clients in identifying, tracking, and realizing synergies, as well as in stabilizing performance post‑close:

  • Refinement of synergy cases and underlying assumptions.
  • Tracking tools and steering routines to monitor savings, revenue uplift, and one‑off costs.
  • Early diagnosis and intervention when initiatives slip or value is at risk.

Where relevant, we extend our services to provide Project Advisory to set up or reinforce the PMO that manages the value‑creation program.

Organization, Culture, and Communication

Financial logic alone does not make integrations succeed. We help address the human and organizational dimensions that often determine whether a transaction fulfills its potential:

  • Organizational design and clarification of leadership roles.
  • Cultural integration themes and practical actions for teams and managers.
  • Stakeholder communication plans for employees, customers, suppliers, and lenders.

Throughout the post‑acquisition phase, W ETHOS acts as a senior, independent partner to management and owners, bridging strategy, transaction, and on‑the‑ground execution.