Landmark Transactions

• Prysmian agreed to acquire Atkore for $3.8 billion, backed by $150 million in targeted annual synergies
• Intercontinental Exchange agreed to acquire MarketAxess for $5.7 billion, a 33 percent premium
• Paramount's acquisition of Warner Bros. Discovery hit a ticking fee delay after antitrust suits from 12 states
• ASMPT credited trust between deal teams, not contract terms, for its NEXX sale to Applied Materials
• Legrand acquired Finnish healthcare workflow provider Axel Health, advised by KPMG Corporate Finance
• Access Bank's audited financials confirm its 2019 Diamond Bank combination was an acquisition under IFRS, not a merger
• Arcadis' acquisition of AYH succeeded on autonomy and identity respect for the acquired team

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Deal Volume and Market Sentiment

• Singapore M&A activity more than doubled to $77.4 billion in the first half of 2026
• US deal activity above $100 million rose 22 percent in the first half, with corporate M&A up 33 percent
• The Belgian M&A market posted its strongest first half in years despite a decline in transaction count
• US bank M&A volume held at 47 deals in Q2 2026, though aggregate value fell to $1.8 billion
• Main Street business transactions fell 10 percent to 2,117 closed deals as average multiples rose to 2.7x
• A monthly M&A sentiment index put dealmaker confidence at 85, with technology recovering and Europe leading
• The registered investment advisor M&A market continues to run at a rapid pace

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Valuation and Deal Structuring

• Pricing mid-market targets in Thailand requires layering control and marketability discounts onto public comparables
• Retention holdback clauses can tie millions in escrow to retaining a set share of key sales employees
• F reorganizations are increasingly preferred over a stock purchase with a 338(h)(10) or 336(e) election
• Acquisition premium trends and credit conditions are flagged as the earliest signals of the next M&A cycle
• Discounted cash flow remains the valuation method taught consistently across major financial hubs globally
• Billion-dollar M&A pricing typically rests on three imperfect estimates: DCF, deal comparables, and trading comparables
• Up to 90 percent of M&A deals fail to hit their objectives, often from treating EBITDA multiples as a complete picture

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Due Diligence and Risk

• Hosting M&A data inside Europe does not guarantee it falls outside non-European jurisdiction
• M&A transactions commonly require cyber, management liability, and employment practices coverage sellers overlook
• Deals most often die in diligence over unresolved ownership and contract issues, not price
• Legal due diligence on a bank acquisition must cover regulatory approvals, asset quality, and compliance history
• Buyers who diligence only the trailing three years of performance are less satisfied a decade later
• Financial due diligence functions as a full diagnostic of a business, surfacing earnings quality issues
• Experience with one country's acquisitions does not transfer automatically to a new cross-border deal

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Post-Merger Integration and Leadership

• A CFO's role in an acquisition extends well beyond due diligence to deal structure and integration
• Most M&A value is determined in the eighteen months surrounding signing, driven by early CFO involvement
• The Personnel Cascade, selecting roughly 60 Tier 1 and Tier 2 leaders, needs resolving before legal close
• Integration debt begins accumulating well before Day One, eroding value even when dashboards show green
• Unaddressed organizational slack at close can delay value capture and cost 15 to 25 percent EBITDA over a hold period
• A 300-page whitepaper of 50 real-world post-merger integration cases found most mergers miss expected synergies
• Analyst relations teams face elevated attrition during M&A integration when strategy alignment lags

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AI's Expanding Role in M&A

• DealRoom launched a free library of nine AI skills built specifically for M&A teams
• Cybersecurity M&A is accelerating, with AI security emerging as a distinct deal category in under a year
• Acquirers whose deal and integration teams operate separately let integration risk go untested until after signing
• Coverage of AI adoption in Japan's M&A market argued design matters as much as the tools themselves
• A buy-side operator running Zapier's acquisition function as a one-person team uses Claude Code to review inbound deals
• Early coverage of AI readiness in M&A functions is framing value creation around an earlier integration lens

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Sell-Side Readiness and Advisory

• Over 90 percent of small businesses that go to market never complete a sale
• Shareholders often assign advisor selection to whichever director has spare time, not the most relevant experience
• Negotiating a founder's first deal is harder than negotiating a billion-dollar transaction
• The most valuable advice an M&A advisor can give a client is sometimes to walk away from a deal
• Founder-led acquisitions contain three distinct negotiations happening simultaneously
• Family-owned business acquisitions weigh stewardship and cultural alignment alongside financial metrics
• A practical M&A guide frames the full deal arc from preliminaries to post-closing actions

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Thanks to Charmi Pandya, Andrea Ward, Jeff Schmidt, Guenter Lauber, Kirill Kharin, Olawale Akande, Matthew Mackey FRICS, Daniel Kennedy, Gregory Daco, Dirk Meeus, Brad Schaltenbrand, Alan Peterson, Daniel Friedman, Michael Belluomini, Vasant Jain, Alfred D. Nader, Aaron Pinegar, Josh Putnam, Joris Kersten, Matt Hammel, Richard Stroupe, Bojan Radojicic, John Marsh, Anish Singla, Ayham Othman, Nishkarsh Srivastava, Gwen Pope, Charlotte Ashton, Clinton Lee, Michael Marquez, Pat Linden, Mary Joyce, Eva Davis, and Pieter Slegers, and everyone else who contributed insights to this edition.
Find the full list of posts and voices on LinkedIn: https://www.linkedin.com/pulse/best-linkedin-cw-31-32-ma-insights-thomas-allgeyer-ynr6e/?trackingId=ykQwSAI%2B9ov%2BXV%2BvNMBLdA%3D%3D