Services
Consolidated Capability, Scoped to the Transaction in Front of You.
Tailored procedures that surface a target's strengths and weaknesses, help investors determine value, and identify the factors unique to each deal — without the overhead of an engagement built for transactions many times the size.
01
Buy-Side Transaction Advisory
Is the performance we are underwriting sustainable, and what could interrupt it?
Who it serves
Private equity investors, corporate buyers, corporate-development teams, investment committees.
Where it enters the deal lifecycle
Pre-LOI scoping through signing and close.
Analysis performed
- Quality of earnings and normalization of reported results
- Run-rate and pro forma views of the operating model
- Net working capital, net debt, and debt-like items
- Cash proofs and reconciliation of results to cash
- Early identification of deal issues and value drivers
Potential deliverables
- Written diligence findings prioritized by significance
- Adjustment and bridge schedules
- Purchase-price and negotiation support analysis
- Coordination with lenders, counsel, and other advisors
02
Sell-Side Transaction Advisory
Will our financial story hold together once a buyer's advisors take it apart?
Who it serves
Business owners preparing to sell, CEOs and CFOs, boards, investment bankers.
Where it enters the deal lifecycle
Pre-marketing through close.
Analysis performed
- Buyer-lens review of historical and projected performance
- Identification of value levers and defensible adjustments
- Anticipation of likely diligence findings and questions
- Working-capital and net-debt positions before they are negotiated
Potential deliverables
- Seller readiness assessment
- Organized data room and request-response support
- Management preparation for buyer sessions
- Negotiation support alongside the investment bank
03
Quality of Earnings
Is reported EBITDA a reasonable proxy for sustainable earnings?
Who it serves
Buyers, sellers, lenders, investment committees.
Where it enters the deal lifecycle
Core financial due diligence, typically post-LOI.
Analysis performed
- Review of revenue recognition and margin composition
- Identification of non-recurring, non-operating, and owner-related items
- Trend, seasonality, and customer or contract concentration analysis
- Reconciliation of adjusted results to underlying records
Potential deliverables
- Adjusted earnings schedules
- Adjustment support and rationale
- Written findings summary
04
Net Working Capital
What is a normal level of working capital, and how should the target be set?
Who it serves
Both sides of the negotiation, and counsel drafting the agreement.
Where it enters the deal lifecycle
Post-LOI, revisited before signing.
Analysis performed
- Monthly working-capital analysis across an appropriate period
- Seasonality and cut-off review
- Treatment of items excluded from the calculation
- Sensitivity of purchase price to the selected target
Potential deliverables
- Working-capital analysis
- Peg-setting considerations
- Input to closing mechanics
05
Net Debt and Debt-Like Items
Which obligations should reduce equity value at close?
Who it serves
Buyers, sellers, lenders, counsel.
Where it enters the deal lifecycle
Post-LOI through signing.
Analysis performed
- Inventory of interest-bearing and off-balance-sheet obligations
- Assessment of accrued, deferred, and unfunded items
- Quantification and supporting documentation for each position
Potential deliverables
- Net debt schedule
- Debt-like item inventory with rationale
06
Financial Modeling
Where does the forecast diverge from historical operating performance?
Who it serves
Deal teams, management teams, investment committees.
Where it enters the deal lifecycle
Pre-LOI through post-close.
Analysis performed
- Model construction or independent review
- Linkage of diligence findings into forward assumptions
- Scenario, sensitivity, and downside analysis
Potential deliverables
- Working model with documentation
- Scenario outputs
- Assumption register
07
Data-Room Support
Is the information organized before a buyer asks for it?
Who it serves
Sellers, management teams, investment bankers.
Where it enters the deal lifecycle
Pre-marketing through diligence.
Analysis performed
- Assessment of information readiness against likely buyer requests
- Structuring of the virtual data room
- Tracking and coordination of bidder requests
Potential deliverables
- Data-room structure and index
- Request log and response coordination
08
Purchase-Agreement Considerations
Do the financial definitions in the agreement reflect what diligence found?
Who it serves
Principals and counsel.
Where it enters the deal lifecycle
Negotiation through signing.
Analysis performed
- Review of financial defined terms against diligence findings
- Closing-mechanism and true-up considerations
- Identification of definitional gaps that create post-close exposure
Potential deliverables
- Financial input to defined terms and closing mechanics. ANZ does not provide legal advice; drafting and legal judgment remain with counsel.
09
Strategic Finance
Do we have the financial capability to execute what we just committed to?
Who it serves
CEOs, CFOs, sponsors, boards.
Where it enters the deal lifecycle
Any point, most often post-close.
Analysis performed
- Assessment of finance capability against the plan
- Design of decision-useful management reporting
- Support for value-creation initiatives and strategic events
Potential deliverables
- Reporting design
- Initiative support
- Execution assistance alongside management
10
Value-Creation Reporting
What measures actually indicate the plan is working?
Who it serves
Operating partners, boards, management.
Where it enters the deal lifecycle
Day 1 onward.
Analysis performed
- Selection of a small number of decision-relevant KPIs
- Definition and data-sourcing for each measure
- Design of reporting cadence and audience
Potential deliverables
- KPI definitions
- Periodic reporting package
- Review cadence
11
Day 1–100 Planning
What must be done, by whom, in the first hundred days?
Who it serves
Sponsors, management, integration leads.
Where it enters the deal lifecycle
Pre-close preparation through Day 100.
Analysis performed
- Prioritization of the actions that matter in the first window
- Identification of dependencies and finance-function readiness
- Sequencing against operating reality
Potential deliverables
- Sequenced Day 1–100 plan
- Ownership matrix
- Progress reporting
12
Interim Finance Support
Does the finance function have the capacity this moment requires?
Who it serves
CEOs, CFOs, sponsors, boards.
Where it enters the deal lifecycle
Any point in the lifecycle.
Analysis performed
- Scoping of the gap and the duration of the need
- Direct execution alongside the existing team
Potential deliverables
- Interim CFO, VP of Finance, or corporate-development support on a defined scope
Scope of practice
What ANZ Does Not Hold Itself Out To Do.
ANZ provides transaction advisory and financial analysis. Its work is not an audit, review, or other attestation engagement, and it is not a valuation opinion, a legal opinion, a tax opinion, or an investment recommendation. Where those services are required, ANZ works alongside the qualified advisors who provide them.