The first thing a CFO must consider is whether the company’s core business is truly attractive to other’s in the industry beyond direct competitors, whether you’re positioned to become the market leader and there also needs to be a consensus amongst stakeholders that it’s the correct time to sell. Once this has been established, a CFO should begin contacting buyers and bankers that have closed similar deals. In closing the deal, competent legal support is essential and confidential due diligence is required. Integrating companies should also begin before the close of the deal though it’s the buyers responsibility to articulate a joint vision for the acquisition and to provide a clear framework for employee retention/redundancy.
David Dreyer possesses 30 years professional financial management experience, including 14 years as corporate CFO. He has a history of helping build companies to achieve their peak potential in terms of performance and financial strength, evolving into the clear leaders of their industries and has provided active leadership in successfully selling two companies (Sicor in 2004 and Patient Safety Technologies in 2014), both at record valuations. David has extensive experience with acquisitions & divestitures, raising capital and working internationally and has served on two public company board of directors: Infusystems (Nasdaq:INFU) since 2008, and Diplomat (NYSE:DPLO) since 2014.