Most M&A cases touch on two or three of these disciplines at once. The strong deals combine them all.
The full process from the first strategic assessment through confidential buyer identification to signing the sale agreement. My specialty is the owner-manager facing the most important negotiation of their life with only one chance to get it right. I lead the entire process – from preparation through due diligence to closing – with focus on ensuring that the seller's reality becomes the starting point, not the buyer's questionnaire.
Family transfers and management buy-outs. These are often the most complex deals because the financial, tax, and human considerations must all be balanced at once. I build the structure that makes the transfer financially possible and work closely with lawyers and auditors to ensure that what is being transferred is not destroyed in the transfer itself.
I have valued more than 3,000 Danish companies. My valuations are defensible and realistic – built on transaction data from the actual SMB market, not on listed-company multiples pulled over a company that has nothing in common with a blue-chip stock. This is the kind of valuation you can take to the bank, to probate court, or to the negotiation table without drawing doubting looks.
The right buyer is not the one who bids highest. It is the one with strategic fit, financial capacity, and cultural compatibility. With a solid network of Danish and international strategic buyers, capital funds, and holding companies, I conduct the confidential screening that finds the few relevant buyers – rather than a broad auction that signals panic.
Negotiation is about two things: knowing where to stand firm and knowing where to move elegantly. It is a discipline that is both tactical and psychological, and I lead it from A to Z – from the first term sheet through the difficult moments of due diligence to the final adjustment of the warranty catalogue. I am the seller's voice in the room, so the owner-manager can focus on operations and on the future awaiting after the signature.
Often the value-creating decision is to wait. If the company is not ready for sale, it costs money to sell now. I offer strategic sparring in the 1-3 years that often precede a sale – focused on building the governance, documenting the processes, and clarifying the dependencies that make the company ready to present its strongest face when the time comes.
I do not work with public listings, do not work with transactions under 10 million DKK enterprise value, and do not work with cases where I do not have a real belief that I can create the added value that justifies my fee. Knowing what you do not do is a large part of being a good advisor – and part of the respect for your own time and the client's.
The initial conversation is confidential, no-obligation, and built around you – not around me. We start with what is on your table and clarify together whether an M&A advisor is what you actually need right now. If not, I say so.
Get in touch