I believe that our attitude – our expectation of success is one reason that people choose us to advise them. We not only are experts in our field and know how to get deals done, we also don’t quit. Perseverance is one of our mantras. It’s one thing to simply “broker” a deal – to introduce parties and get a deal conversation started – it’s quite another to bring the deal to closure. We are mere “brokers.” We’re full-fledged strategic and financial advisors.
In a conversation with a client earlier this week, we talked about the successes that many of our clients have found after deals are completed – and the failures we occasionally see. We noted that, in many cases, the credit or the fault stems not from the price people paid but rather from the success (or failure) of the integration – which, in our view, in turn stems from the amount of work they put into integration investigation, planning and execution before the transaction is complete. Everyone seems to know that integration is important. And nearly everyone we work with pays some attention to planning for it. But some firms are just better at the process than others.
The term GRC (Governance, Risk and Compliance) has been around for a while now. Gartner has covered it in one form or another since the early 2000’s. The last decade of regulations – Sarbanes-Oxley, HIPPA, Basel III, Solvency II, regional rules and more – have put unprecedented pressure on corporations, leading to the explosion of GRC solutions. Firms have shifted away from spreadsheets and homegrown solutions to GRC focused software vendors as GRC needs become more complex and involve a wider set of stakeholders. This market maturation brings the potential for a new wave of M&A consolidation as vendors race to…