Traditional due diligence
has a blind spot.

We assess execution risk before the deal and support you operationally through the transition so the investment thesis is realised.

Get in touch What we do

What we do

We protect transaction value.

From due diligence to integration, we focus on execution risk. Same team throughout, so no knowledge is lost between phases.

Before the deal

Execution capacity defines the deal

Traditional due diligence overlooks execution risk. We find the hidden operational deficiencies before the deal, so you can adjust the valuation or renegotiate terms before it closes.

70%

of acquisitions miss the investment thesis, almost always due to execution, not strategy.

McKinsey · M&A Annual Report
  • A structured review of leadership, capability, decision paths, organisation and culture.
  • Deficiencies that don't show up in the numbers but decide whether the thesis holds.
  • A concrete assessment of what it takes to realise the thesis.
  • Delivery within 3 to 5 weeks, in parallel with the rest of due diligence.
During the deal

Day one starts before you sign

The deficiencies we find point to where value can leak. That becomes the basis for deal terms that reflect what the business is actually worth, and for the Day 1 plan we build with your integration lead.

2.6×

higher likelihood of success and 40% higher shareholder returns when synergy targets are met within two years of closing.

McKinsey, October 2025 · Deal delays are the new normal
  • Concrete deal terms that reflect the deficiencies we find.
  • A Day 1 plan that's ready before closing, not started after.
  • Support to your integration lead in preparing the first conversations with the target's leadership.
  • Employee consultation processes that build trust.
After the deal

Operational leadership during integration

True transaction value is determined only after closing. Immediately after signing we step in as operational support to leadership, reducing value leakage and securing execution capacity.

75%

of acquirers struggle with cultural issues serious enough to require intervention, even though culture is typically an early focus already.

Bain & Company · M&A Practitioners' Survey, 2023
  • An integration plan tied to the investment thesis, not a generic template.
  • Operational support to leadership in day-to-day delivery.
  • Handling of culture clashes as they surface.
  • A clear handover to the line organisation once the job is done.
The foundation for serial acquirers

Scalable M&A: a playbook for serial acquisitions

Risk profile, deal terms, integration. Everything above can be built into one repeatable method. We tailor a playbook that increases integration speed, reduces risk and raises your success rate with every new acquisition.

  • A repeatable framework for integrating add-ons.
  • Standardised organisational and cultural diagnostics.
  • Clear division of roles and responsibility between platform and portfolio.
  • Operational support in implementing the first 2 to 3 acquisitions.
+3.9%

higher annual total shareholder return for programmatic acquirers with a consistent M&A method, compared with companies that grow organically.

McKinsey · Global 2000 study

Who we are

Two partners. At the same table.

We combine strategic and operational experience, from global corporations to start-ups. We deliver every assignment personally.

Magnus Carlström

Founder & Partner

Magnus is a senior advisor with over 25 years' experience in leadership, culture and organisational development across international groups. As HR director and head of internal communications at the highest level in groups such as Camfil, Gränges, Strabag and Peab, he has led organisations through IPOs, carve-outs and integrations in more than 30 countries. His expertise is assessing leadership capabilities, how corporate culture is built during integration, and how organisational and reward structures shape whether the change succeeds and the deal value is delivered.

Lena Flykt-Rosén

Founder & Partner

Lena is a senior advisor with over 25 years' international experience in business development, change and M&A integration. She has led change programmes at Accenture, AstraZeneca and Vattenfall, built B2B and partnership businesses in FinTech and PropTech and driven the go-to-market for growth initiatives in telecom. Her expertise is the organisation's ability to execute, the operating model at the interface between target and acquirer, and how the organisation maintains and develops customer relationships during integration to realise the investment thesis.

Contact

Get in touch

A deal starts with an open conversation. Reach out directly to either of us.