• If the only thing you get initially from the transaction is additional great talent, you’re ahead of the game. Our industry is in a talent race, and it’s easy to underestimate the future value of acquired talent.
• The time and expense of acquisitions require that smaller deals are more standardized in their terms, economics and structure. Larger deals will always require customization.
• If the process of managing expectations is done well, there will be a dramatic and positive change in the aspirations of the acquired talent on the day after you close.
• If your firm’s next-generation leadership is up to the task of learning and committing to the process up front, they will step up the day after you close, enthusiastically getting started with the transition.
Ray Padrón is managing partner at Brightworth.