Strategic Insights
Perspectives on governance, risk, and technology leadership.
The Report Answers a Different Question
A market study prices the opportunity. It never asks whether the company can run what it's about to own.
READ ARTICLE →The Deals a Board Never Closes Are Missing From the Record
A board that declines a deal, or never hears about one a rival grabs first, has no record to guide the price it sets on the next one.
READ ARTICLE →A Business Can Have Real Value and Still Not Be Ready to Transfer
A business can carry real earnings and a credible valuation and still not survive a change in ownership. The gap between those two things is where most deals actually break.
READ ARTICLE →Deals Often Depend on People Who Haven't Committed to Staying
A deal thesis often assumes the people who make the business work will still be there after close. Asking them directly does not make that certain, but it gives the board something to plan around, and in some cases, something that should change the deal itself.
READ ARTICLE →The Team Named the Risk and Moved Forward Anyway
Diligence doesn't always miss the risk. Sometimes it names the risk clearly, and the organization proceeds anyway because momentum has already decided the outcome.
READ ARTICLE →Financial Models Don’t Consider Who Will Lead
A financial model assigns post-close results to someone who will run the business. What it rarely confirms is whether that person actually exists, with the authority and the time to lead.
READ ARTICLE →How Boards Undermine Management Accountability Without Realizing It
The line between a board that improves decision quality and one that quietly undermines management accountability is easier to cross than most boardrooms realize.
READ ARTICLE →What a Polished Deal Presentation Doesn't Tell You
A polished deal presentation reveals very little about whether management is prepared to execute. The more telling conversation happens when assumptions are challenged.
READ ARTICLE →When the Numbers Are Right and the Picture Is Still Wrong
Most boards receive far more financial information than they can realistically use. The more important question is whether the reporting helps directors understand what is actually happening in the business.
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