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O P I N I O N
Growing a company Should you buy a firm or sell yours? That’s the question, and regardless of the answer, there’s a lot that goes into a successful merger or acquisition.
I n the ever-evolving AEC industry, both large and small firms must constantly evaluate the market and make decisions about how to best position themselves for success. Often, this evaluation causes firm leaders to ask the age-old question: Should we buy a firm or sell ours?
Joseph Viscuso
much preparation to be done! Like dating, first impressions when on the market are imperative. Financials/balance sheets need to be cleaned and the office space must be organized – as we all know, appearances matter. Beyond attracting a buyer, it’s important to consider your staff and your clients. How will they take the news? What will their perceptions be? How will your role “Before diving into the M&A pool, it is important to better understand where your firm best fits. First and foremost, leadership must decide if their firm is the buyer or the seller.”
The merging and acquiring of firms grows increasingly popular within the engineering community. Before diving into the M&A pool, it is important to better understand where your firm best fits. First and foremost, leadership must decide if their firm is the buyer or the seller. This seems like an obvious choice, but you should give it some deeper thought before thinking you know the answer. If your firm has the capital, perseverance, and culture that can cultivate growth from an exterior source, you may be well positioned as a buyer. If there is no in-house “heir,” you lack capital, and no foreseen opportunities in outside markets or geographies, you and your firm may better benefit as the seller. If you’ve been determined as the seller, there is
See JOSEPH VISCUSO, page 12
THE ZWEIG LETTER February 27, 2017, ISSUE 1189
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