Your leadership team knows how to run M&A deals.
But when a major transaction lands,
execution capacity becomes the constraint.
WHAT WE DO
Deal is a rapidly deployable ‘M&A SWAT team’ embedded as part of your team, delivering and de-risking M&A transactions
Deal Execution
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Buy-side acquisitions
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Signing to Closing preparation
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Announcement & Day 1 readiness
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Due diligence coordination
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Deal structuring support
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Vendor due diligence
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Deal programme leadership
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Functional workstream support
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Stakeholder management
Divestitures & Carve-outs
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Sell-side planning & execution
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Transition Services design
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Stand-alone capability build
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TSA Management
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Carve-out integration
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Programme leadership (CMO)
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Functional workstream support
Delivery & Value Realisation
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Integration planning & execution
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Synergy identification & tracking
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Transformation programmes (PMO)
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Value creation support
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Cost reduction initiatives
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Operating model design
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Knowledge transfer to internal teams
EXPERTISE IN NUMBERS
150+
Years
Experience
100+
M&A
Transactions
8
Senior M&A
Experts
£24b
Total
Deal Values
ABOUT US
WHY WORK WITH US
Our clients tell us it's both our approach and value that differentiates us from consultancies
Expertise on Demand
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Senior, proven practitioners – you work directly with experienced M&A operators who have led complex acquisitions, divestitures and integrations across corporate environments. No junior teams, no leverage models
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Built for corporate reality – we understand the pace, pressure and constraints of corporate environments and operate accordingly
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Right-sized for the deal – flexible resourcing from a single Corp Dev lead through to small senior teams, matched to the complexity and risk of each transaction
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Fills real capacity gaps – we step in where in-house teams are stretched or capability is temporarily missing, without adding long-term overhead
Execution Focus
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Ownership, not adivce – we own execution from transaction through delivery, with clear accountability
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Fewer handovers, lower risk – we stay beyond signing, reducing fragmentation at critical points
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Hands-on leadership – senior operators who engage credibly with boards and CEOs, then roll up their sleeves and deliver
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Cross-functional execution – coordinated delivery across Corp Dev, legal, finance, tech, people and ops
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AI-augmented delivery – AI tooling across deal execution to accelerate research, automate coordination and keep senior time on judgement, not admin
Collaborative Mindset
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Embedded, pragmatic approach – we work alongside your leadership and functional teams as part of the deal team, not as external commentators
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Low-ego, high-trust – straightforward, commercial and focused on outcomes. No theatre, no unnecessary complexity
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Practical know-how – we bring proven tools, frameworks and hard-earned lessons to anticipate issues and avoid common execution pitfalls
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Transparent and flexible – clear commercials, adaptable engagement models and open communication, so expectations are aligned from day one
CLIENTS
We've worked with dozens of companies, from PE portfolio companies to major corporates
OUR TEAM
Senior M&A professionals with decades of experience delivering successful transactions
M&A GUIDING PRINCIPLES
M&A teams and ‘best practices’ vary by context
but here’s what we’ve learnt across over a hundred transactions:
Strategic intent must lead over deal appetite
M&A should only be used where it clearly accelerates strategic priorities or capability gaps. Any ambiguity on “why this deal” drives risk aversion, slow decisions and diluted outcomes.
Deal criteria are necessary but not sufficient
Clear criteria exist, but they are not always used decisively to say no early. This creates wasted effort, slow progress and weaker positioning when moving to execution.
Cultural diligence is recognised but underweighted
Culture and people risks are well understood but not consistently treated as primary diligence factors. This contributes to post-deal friction and slower value realisation.
Divestments are underused as a strategic lever
Disposals can be treated tactically rather than as an active tool to sharpen focus, recycle capital and improve overall business performance and strategic outcomes.
Value creation logic needs to be locked pre-signing
Value drivers are often articulated too late or at too high a level. Clear, testable value hypotheses should shape diligence focus, price discipline and integration priorities.
Financing constraints shape outcomes
Conservative financing structures and approval processes directly affect competitiveness, valuation flexibility and deal certainty, particularly in competitive processes.
In-house capability can be fragmented across the deal lifecycle
Strong individuals may exist, but if the end-to-end M&A capability is not consistently mobilised across sourcing, execution, integration and divestment, it will lead to a disjointed integration and failure.
Risk aversion reduces competitiveness
Avoid bureaucracy that leans too heavily to caution at the expense of agility because this reduces credibility with sellers and advisers and limits access to higher-quality assets.
Bureaucracy increases execution risk post-close
Complex decision-making and layered governance slow integration and separation activity, increasing cost, leadership fatigue and value leakage.
Learning from past deals must be embedded
Post-deal reviews may happen, but if lessons are not systematically converted into playbooks, templates and decision rules that improve future outcomes nothing is gained.
PE EXPERTISE
We've worked with leading Private Equity firms — Deal has built a strong reputation as a trusted partner for M&A deal execution, particularly where integration is a critical lever for value creation
JOIN DEAL
Interested in working with us?
Delivering client value is about more than deep expertise; it’s about bringing the right people together into the best team for each M&A engagement.
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Based in the UK and working with clients around the world, we operate across all industry sectors so we look for experienced M&A professionals who have breadth and depth.
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We match people to client engagements not just based on what the work demands, but also on what suits the strengths, interests, and availability of each of our people. We believe this is key to delivering success and satisfaction—for clients and consultants alike.
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We’re always keen to connect with experienced individuals and build our team. Whether you’re a seasoned M&A consultant or bring functional and sector knowledge from a senior operational role, we’d welcome a conversation.
If you’re interested in finding out more about potentially working with us, please get in touch.
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Email: info@deal.consulting