In M&A, the difference isn’t just fees, it’s outcomes.
The Transactional Broker – online or offline
• Chases a deal, not the right deal.
• Measures success by speed and volume.
• Offers little beyond the transaction.
The Strategic Advisor
• Starts with your goals, not just your valuation.
• Considers timing, positioning, and long-term impact.
• Builds trust over years, not months.
• Aligns the deal with your legacy and growth story.
• Provides advice on structuring the deal.
• Leads negotiations with clarity and conviction.
• Project-manages the legal and due diligence process.
• Supports you in optimising earn-outs and other incentive payments post-deal.
For business owners, this distinction matters. The right advisor won’t just sell your company; they’ll
protect what you’ve built and ensure the next chapter is right.
In a world full of brokers, choose strategy over transactions.

We hear this a lot.
From agency owners who’ve built great businesses.
From founders who’ve had inbound interest but no follow-through.
From leaders who quietly wonder, “Was that it?”
The reality is, not all buyer approaches are created equal. Some are casual. Some are fishing. Some
are genuinely strategic, but without the right chemistry or structure, they stall.
And often, it’s not about your business being ‘wrong. It’s about the process being reactive, not strategic.
At M&A Advisory, we work with founders to shift the balance.
From passive to proactive.
From inbound to intentional.
From speculative chats to serious, qualified interest.
If you've had a couple of approaches that didn’t go anywhere, it might be time for a different kind of conversation; one designed around your goals, not just a buyer’s agenda.
Let’s talk. We’re here to help make it happen. For real this time.
#MandA #AgencyGrowth #Marcomms #BusinessSale #StrategicExit #MarketingAgencies

It’s one of the toughest balancing acts for any agency owner.

On one hand, you know that preparation is essential; buyers expect transparency, solid financials, and a compelling growth story. On the other hand, you can’t afford to lose momentum. Standing still is never attractive to potential acquirers.

So, how do you manage both?

• Systemise early
  Put robust financial and operational systems in place well before you start any sale conversations. When your business runs smoothly behind the scenes, you’ll avoid the chaos and distraction that often come with last-minute preparation.
• Keep growth at the centre
  Buyers invest in future potential, not just past performance. Keep demonstrating momentum right up to, and even beyond, the exit. Consistent growth tells a powerful story of opportunity.
• Build a self-sufficient management team
  A capable leadership team reassures buyers that the business can thrive without  you. It also frees up your time to focus on both growth and preparation, a win on every front.
• Time it right
  Start preparing 18–24 months ahead of a potential sale. That lead time reduces pressure, allows for steady progress, and ensures you can keep driving growth while getting everything investor-ready.
• Work with experienced advisors
  The right advisors will take on much of the heavy lifting, letting you stay focused on building value. Their expertise can make the process smoother, faster, and ultimately more rewarding.

The truth is, preparation and growth aren’t opposites, they’re complementary. A well-prepared, growing business attracts stronger buyers, achieves higher valuations, and delivers a smoother transaction process.
If you’re considering an exit in the next couple of years, the best time to start preparing is now, while keeping your foot firmly on the accelerator.

The days of due diligence being a “box-ticking exercise” are long gone.
Buyers in the marketing communications sector are digging deeper than ever into the numbers and
the story behind the business.
What’s changing?
Cultural alignment: Acquirers want to know if teams will integrate smoothly and whether leadership
styles will mesh. Culture can make or break deal value.
Client resilience: Dependency on a few key clients is being scrutinised more closely. Buyers want
proof of sticky, diversified, and sustainable client relationships.
Future-readiness: ESG credentials, AI adoption, and digital transformation are moving from “nice-to-
have” to “deal-critical.” Investors want assurance that the business is fit for the next decade, not just
the next quarter.
Human capital: Talent retention, incentive structures, and succession planning are now front and
centre. In people-centric industries like Marcomms, the team’s strength is the strength of the deal.
For sellers, this evolution means preparation is everything. Businesses that invest early in tightening
governance, clarifying strategy, and demonstrating resilience will command stronger valuations and
smoother deal processes.
At M&A Advisory, we help founders and leaders anticipate these shifting buyer expectations,
ensuring they’re not just “deal-ready” but positioned as the obvious choice for acquisition.

In M&A, real value often hides in plain sight.

We were advising a marketing communications business – strong numbers, solid performance, good story. But not quite enough to command a premium multiple.

So, we dug deeper.

Beneath the spreadsheets sat something far more powerful: a piece of original IP. A proprietary research methodology that had quietly become the reference point for the entire sector.

It wasn’t just a tool. It was the brand.

Competitors quoted it. Clients relied on it. Industry media referenced it.

We reframed the story, positioning this IP as the hero of the sale narrative. Suddenly, buyers could see what really set the business apart: recurring revenue, client stickiness, and genuine market authority.

They weren’t just buying a service business anymore.
They were securing the industry’s gold standard.

The result?
🔹 Real competitive tension
🔹 A significantly higher valuation multiple
🔹 The perfect strategic buyer

Takeaway: In M&A, your most valuable asset isn’t always on the balance sheet.
Sometimes, it’s the idea everyone else wishes they’d created.