Merger Advisory
Two businesses,one operating reality
A merger asks more of both parties than a sale does. Cogent works with both sides to agree structure, leadership and integration before documents are drafted.
Position
How the engagement works
Mergers between IT services firms fail on governance far more often than on price. Who decides, who leads delivery, and whose tooling wins are questions that need answers early.
As Transaction Therapists™, we sit between the two businesses. We surface the difficult conversations while they are still inexpensive to have.
Scope of work
What Cogent covers
Side one
Strategic Fit
Test whether the combination creates capability neither side has alone — or simply adds headcount.
Leadership Roles
Define decision rights, reporting lines and accountability before closing rather than after.
Financial Terms
Working capital, debt treatment, distributions and compensation agreed on paper by both parties.
Side two
Ownership Structure
Reconcile two valuation views into one agreed split, with a mechanism for future contribution.
Cultural Alignment
Compare service standards, escalation habits, pay philosophy and client expectations honestly.
Integration Planning
Sequencing for tooling, ticketing, branding and client communication, with owners aligned on timing.
Mergers between IT services firms fail on governance far more often than on price.
What we resolve first
Who runs delivery in the combined business?
How is ownership split, and on what basis?
Which stack and tooling survives?
How are clients told, and when?
What happens if one owner wants out later?
Next step
Considering yournext transaction?
Speak with a Cogent advisor about your acquisition, exit, merger or valuation goals.