Sample Transaction Support Engagements

slideshow-compassCompany #1 – Interactive sales tools enhances technology to help B2B sell based on facts and preparation of quantifiable business cases directly into sales presentations.

Our Role

Pursant was engaged to support tactical execution of the buy side due diligence. Our role began with framing out and settling the due diligence strategy and workplan.

Deliverable

Our role shifted to managing all the various diligence workstreams; (i) setting the scope, (ii) procedures, (iii) timelines, (iv) milestones and (v) reporting for each key diligence activity. Additionally, we facilitated the procurement of and negotiation with third-party providers for financial, accounting and tax due diligence.

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slideshow-compassCompany #2 – Leadership, guidance and support necessary to execute an efficient diligence process leads M&A with leading IT Services firm.

Our Role

Pursant’s role with the Company spanned almost two years with various roles and responsibilities that demonstrated our depth and breadth of capabilities.

Deliverable

Beginning in Q4 2016, we served as the interim CFO focused on leading the integration of three recently completed acquisitions and bringing enhancement to the overall accounting/financial environment. Early in 2017, the Company hired a local, permanent CFO as well as a controller. After successfully on-boarding and transitioning all day-to-day responsibilities to the new financial leadership team, our role shifted and we managed key strategic initiatives and special projects through mid-2017.

In 2018, the Company re-engaged Pursant to help manage the competitive M&A process which resulted in the merger with the leading IT services firm.  While the Company was being represented by an investment bank, they hired Pursant for our tactical transaction execution expertise.  Specifically, our role was to lead the Company’s team through multiple prospective acquirers’ due diligence and to do so in an efficient fashion that minimized disruption to the normal business operations.

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Company #3 – Semiconductor and wireless technology intellectual property licensing.

Our Role

In connection with a private equity led take-private transaction, we were engaged to transition the financial, accounting, treasury management and reporting functions from a debt free, public company environment with an unengaged board, faceless investors and quarterly reporting with April fiscal year-end under Canadian GAAP to a private equity, leveraged environment with high touch, sophisticated investor consortium, monthly reporting under US GAAP with December year end and multiple reporting channels including equity investors, engaged BOD, lenders and credit rating agencies.

Deliverable

Within 12 months, we (i) redesigned all reporting, budgeting and forecasting processes and deliverables to align with stringent and demanding stakeholder requirements, (ii) refinanced the senior debt and (iii) recruited, on-boarded and facilitated a seamless transition to a local permanent leadership team.


Company #4 – Design, construct and license custom fiber network solutions for telecommunication carriers, enterprises and governmental agencies throughout the US Mid-Atlantic region.

Our Role

We were engaged by the business owner (privately held) to analyze “invest and hold” vs. strategic sale opportunity while simultaneously professionalizing the organization by assuming full control/accountability over all financial, accounting, treasury, reporting and back office activities.

Deliverable

In partnership with a newly hired Sales Executive and COO, we designed and executed a strategic business plan and developed all governance practices including the establishment of a BOD with independent directors and implementation of financial and operational processes and controls. While building the infrastructure to sustain a long term hold strategy, we simultaneously evaluated M&A opportunities and ultimately led the company through a strategic sale process to a large, multi billion dollar revenue public company provider of wireless infrastructure.


Company #5 – Comprehensive outsourced waste management solution provider to commercial customers with operations that span a wide geographic territory.

Our Role

A middle market private equity group recapitalized the business in connection with partnering with the Company’s sole shareholder owner/operator. Effective with the transaction close, we were engaged to manage the transition from a private, single owner, debt free environment to a private equity leveraged environment.

Deliverable

We established and enhanced key operating and financial procedures/processes/controls, developed equity holder and bank reporting packages, designed rolling forward forecast model, resolved post closing transaction matters including the working capital settlement, established portfolio company level relationships with lenders and other constituents and supported the permanent CFO placement process.


Company #6 – Manufacturer and distributor of products/services to new home construction providers.

Our Role

Engaged by a middle market private equity group to perform the pre-acquisition accounting/financial due diligence services in connection with their pursuit of a prospective acquisition target.

Deliverable

Prepared quality of earnings analysis, performed business/operational review, assessed the balance sheet and working capital requirements, analyzed forecasted results and designed the post-closing 100 day key action plan.


Company #7 – Provider of maintenance, repair and overhaul (“MRO”) services to the aviation industry.

Our Role

Engaged by the BOD of a privately held business to perform a review and diagnostic of financial/accounting environment focused on reporting as well as treasury and working capital management.

Deliverable

Designed weekly and monthly reporting packages, developed cash flow forecasting and presented workplans to improve and enhance treasury and working capital management.