# Ma Due Diligence > ACTIVATE when evaluating acquisition targets, conducting M&A due diligence, planning integration strategy, analyzing synergies, preparing sale materials, assessing culture fit, valuing targets, creating merger checklists, or managing M&A transactions. Critical for executives involved in buy-side or sell-side M&A, from initial target evaluation through post-acquisition integration. - **Type:** Skill - **Install:** `agentstack add skill-w95-awesome-claude-corporate-skills-ma-due-diligence` - **Verified:** Yes — security-reviewed for prompt injection and unsafe behavior - **Seller:** [w95](https://agentstack.voostack.com/s/w95) - **Installs:** 0 - **Category:** [AI & ML](https://agentstack.voostack.com/c/ai-and-ml) - **Latest version:** 0.1.0 - **License:** MIT - **Upstream author:** [w95](https://github.com/w95) - **Source:** https://github.com/w95/awesome-claude-corporate-skills/tree/main/01-executive-leadership/ma-due-diligence ## Install ```sh agentstack add skill-w95-awesome-claude-corporate-skills-ma-due-diligence ``` Requires the [AgentStack CLI](https://agentstack.voostack.com/docs/cli). Works with Claude Code, Cursor, and any MCP-compatible agent. ## About # M&A Due Diligence & Integration Planning ## Overview M&A transactions are among the highest-stakes decisions an executive makes. This skill enables you to conduct rigorous due diligence on acquisition targets, evaluate strategic fit and synergies, plan comprehensive integration strategies, manage transaction risks, and execute successful post-merger integration. Use this skill whenever you're evaluating targets for acquisition, preparing your company for sale, negotiating M&A terms, or planning post-merger integration. ## M&A Due Diligence Framework ### Phase 1: Target Identification & Initial Evaluation **Target Screening Framework** Develop clear criteria for acquisition targets: ``` ACQUISITION CRITERIA CHECKLIST STRATEGIC FIT ├─ Does it fill a capability gap we can't build in 40%) - Recurring revenue vs. one-time vs. services - Pricing trends and elasticity - Contract terms (annual, multi-year, evergreen) **Profitability & Unit Economics:** - Gross margin (ideal: >60% for SaaS) - Operating expenses breakdown (S&M, R&D, G&A) - EBITDA margin trajectory - Key drivers of profitability or losses - Unit economics: CAC, LTV, payback period - Churn rate and retention trends **Cash Flow Analysis:** - Operating cash flow vs. net income (beating/lagging?) - Working capital requirements (AR, inventory, AP) - Capex requirements and capital intensity - Seasonal patterns or lumpy cash flow - Cash position and burn rate (if unprofitable) - Debt obligations and covenants **Forecast Review:** - Examine historical forecast accuracy (do they beat/miss?) - Test assumptions in their revenue forecast - Benchmark assumptions vs. industry norms - Stress test scenario (recession, competition, churn) - Identify hidden revenue risks or synergy assumptions **Valuation Analysis:** Build a valuation model with multiple approaches: ``` VALUATION MODEL FRAMEWORK 1. COMPARABLE COMPANY ANALYSIS Identify 3-5 public comparable companies ├─ Revenue multiple: [X]x to [Y]x ├─ EBITDA multiple: [X]x to [Y]x ├─ Discount for private company: -[X]% liquidity discount └─ Implied valuation range: $[X]M - $[Y]M 2. PRECEDENT M&A TRANSACTION ANALYSIS Identify 5-10 similar M&A transactions ├─ Transaction multiples (by revenue, EBITDA, ARR) ├─ Year of transaction (adjust for time) ├─ Strategic vs. financial buyer └─ Implied valuation range: $[X]M - $[Y]M 3. DCF (DISCOUNTED CASH FLOW) Build 5-year financial projection ├─ Conservative case: $[X]M valuation ├─ Base case: $[Y]M valuation ├─ Upside case: $[Z]M valuation ├─ Discount rate: [X]% (WACC, risk-adjusted) └─ Terminal growth: [X]% 4. WALK-AWAY PRICE ├─ Our valuation: $[X]M ├─ Their likely ask: $[Y]M ├─ Max we'll pay: $[Z]M ([X]x revenue multiple) └─ Synergy cushion: [X]% ``` **Key Financial Red Flags:** - Revenue declining or growth decelerating - Gross margins compressing (suggests pricing pressure) - Churn accelerating (suggests customer satisfaction issue) - Forecast history of misses - Negative unit economics with no path to profitability - High cash burn with limited runway - Significant debt with tight covenants - Related-party transactions or unusual spending - Accounting issues or internal control weaknesses ### Phase 3: Commercial Due Diligence **Customer Due Diligence** Understand the target's customer relationships: **Customer Concentration Analysis:** ``` CUSTOMER CONCENTRATION RISK Top 10 Customers = ?% of Revenue ├─ >60%: VERY HIGH RISK │ └─ Any customer loss = major revenue impact ├─ 40-60%: HIGH RISK │ └─ Churn assumptions critical ├─ 20-40%: MODERATE RISK │ └─ Manageable with good retention └─ 100%) **Contract Analysis:** - Review top 20 customer contracts for: - Termination clauses (can they leave early?) - Price lock periods (how long before we can raise prices?) - Exclusivity or non-compete clauses - Renewal likelihood and timing - Usage-based or consumption pricing risks - Identify any unusual or unfavorable contract terms **Sales Process & Funnel:** - Analyze sales pipeline (deals in various stages) - Interview sales team about forecast accuracy - Understand sales cycle length (how long to close deals?) - Assess sales team quality and turnover - Review win/loss analysis (why do deals close or stall?) - Identify any sales practices that might change post-acquisition **Market Positioning:** - How do customers perceive target vs. competitors? - What are key differentiators from customer perspective? - Are there switching costs or lock-in factors? - How much price power does target have? - Assess competitive threats and market share trends ### Phase 4: Technical & Product Due Diligence **Technology Assessment** Evaluate the technical platform and innovation capability: **Product Architecture:** - Scalability: Can it handle 2x, 5x, 10x growth? - Reliability: Uptime history (99.9%+?), disaster recovery capability? - Security: SOC 2, data encryption, vulnerability testing? - Integration: APIs, third-party ecosystem, integration difficulty? - Performance: Latency, load times, resource utilization? **Technical Debt:** - Legacy systems or outdated technology stacks? - Monolithic vs. microservices architecture? - Test coverage and code quality metrics? - Documentation and knowledge transfer capability? - Technical capabilities gaps vs. our platform? **Intellectual Property:** - Patents owned, patent applications pending - Patents at risk of invalidation or circumvention - Licensing arrangements for third-party technology - Open source compliance (license audit) - Trade secrets and proprietary algorithms **Product Roadmap:** - Alignment with our strategic direction? - Feasibility of planned features within current architecture? - Resources required to maintain/enhance product? - Go-to-market strategy for future releases? - Customer-requested features and priorities? **Technical Red Flags:** - Heavy reliance on third-party technology with license expiration - Known security vulnerabilities that haven't been patched - Significant technical debt that impedes feature development - Outdated technology stack that limits hiring pool - Architecture that doesn't scale to our anticipated growth - Loss of key technical founders or architects - Incomplete or unavailable source code access ### Phase 5: People & Organization Due Diligence **Talent Assessment** Evaluate the team and cultural fit: **Key Person Identification:** - Identify 10-15 critical employees (technology, sales, operations) - Assess retention risk for each (flight risk: high/medium/low) - Understand compensation and equity packages - Determine which key people are essential vs. replaceable - Plan retention incentives and communication strategy **Organizational Structure:** - Map current organization to our target structure - Identify overlaps and redundancies - Assess management quality and leadership capability - Review span of control and decision-making - Determine headcount reductions necessary **Employee Satisfaction & Culture:** - Conduct employee surveys or interviews (confidential) - Assess cultural alignment with our organization - Identify any union, labor, or employee relations issues - Review compensation competitiveness - Understand turnover rate and reasons for departures **Compensation & Benefits:** - Review salary levels and competitiveness - Understand equity packages (vesting schedules, options vs. RSUs) - Assess benefit competitiveness (health, 401k, etc.) - Identify any deferred compensation or retention agreements - Model cost of benefits post-acquisition **People Red Flags:** - Founders or technical leaders already stated intent to leave - Recent departures of key executives or engineers - Employee satisfaction significantly below our company average - Compensation/equity misalignment with market rates - Unionization activity or labor disputes - Significant demographic or diversity concerns - Cultural misalignment (values, work style, pace) ### Phase 6: Legal & Regulatory Due Diligence **Legal Risk Assessment** Conduct comprehensive legal review: **Contracts & Commitments:** - Customer contracts (reviewed in commercial due diligence) - Vendor/supplier contracts (change of control? price adjustments?) - Employee agreements (non-competes, IP assignment, vesting) - Loan agreements and debt covenants - Partnership and channel agreements - License agreements (technology and IP licensing in) **Intellectual Property:** - Patent portfolio (breadth, strength, enforcement history) - Trademark registration and usage rights - Copyright ownership of code and materials - Trade secrets and confidential information protection - Third-party IP infringement risks or pending disputes - Open source software compliance and license obligations **Compliance & Regulation:** - Data privacy compliance (GDPR, CCPA, etc.) - Industry-specific regulations (healthcare, finance, etc.) - Export controls and sanctions compliance - Anti-corruption (FCPA, UK Bribery Act) - Employment law compliance (wage/hour, discrimination) - Environmental and safety compliance **Litigation & Disputes:** - Pending or threatened litigation - Historical litigation patterns - Customer disputes or complaints - Employment disputes or grievances - Regulatory investigations or complaints - Intellectual property disputes **Material Contracts:** - Change of control provisions (price adjustment, termination?) - Non-compete or exclusivity restrictions - Pricing adjustments post-acquisition - Renegotiation rights for key customers - Any "earn-out" or contingent payment obligations **Legal Red Flags:** - Pending litigation with significant damages exposure - IP infringement claims or risks - Regulatory investigations or compliance issues - Customer contracts with change of control termination rights - Material vendor/supplier contracts dependent on current leadership - Data privacy violations or security breaches - Pending covenant violations in debt agreements - Undisclosed material obligations ### Phase 7: Synergy Analysis **Identify & Quantify Synergies** Build detailed synergy case: ``` SYNERGY IDENTIFICATION FRAMEWORK REVENUE SYNERGIES ├─ Cross-sell: [Product A] to Target's [Customer Segment] │ └─ Estimated: [X] customers × $[Y] ARPU = $[Z]M ├─ Upsell: Upgrade existing Target customers to [our offering] │ └─ Estimated: [X]% penetration × $[Y] uplift = $[Z]M ├─ Market expansion: [Target's] product in [our market] │ └─ Estimated: [X]% TAM capture = $[Z]M ├─ Bundling: Discount for combined offering │ └─ Estimated: [X] enterprise deals × $[Y] bundle = $[Z]M └─ TOTAL REVENUE SYNERGIES: $[X]M annual COST SYNERGIES ├─ Elimination: Sales, G&A, R&D overlap │ └─ Estimated savings: [X] FTE × $[Y] = $[Z]M ├─ Infrastructure: Combined servers, hosting, telecom │ └─ Estimated savings: [X]% of combined costs = $[Z]M ├─ Vendor leverage: Combined purchasing power │ └─ Estimated savings: [X]% procurement reduction = $[Z]M ├─ Location consolidation: Close redundant offices │ └─ Estimated savings: [X] rent/overhead = $[Z]M └─ TOTAL COST SYNERGIES: $[X]M annual STRATEGIC SYNERGIES (harder to quantify) ├─ Competitive positioning strengthened ├─ Time-to-market advantage (e.g., faster product roadmap) ├─ Technology platform acceleration ├─ Talent and capability acquisition ├─ Market share gains through combined entity └─ ESTIMATED VALUE: $[X]M TOTAL SYNERGY VALUE: $[X]M annually Payback on premium: [X] years ``` **Synergy Realization Plan:** For each major synergy: 1. Owner: Who's responsible? 2. Timeline: When will synergy be realized? 3. Actions: Specific steps to capture it 4. Resources: Investment required 5. Risks: What could prevent realization? 6. Contingency: Plan B if primary approach fails **Conservative vs. Optimistic:** - Conservative case: Capture [X]% of identified synergies - Base case: Capture [Y]% of identified synergies - Optimistic case: Capture [Z]% of identified synergies Note: Most companies overestimate synergies. Use 60% of identified synergies in your valuation model. ### Phase 8: Create Acquisition Checklists **Pre-Acquisition Checklist** ``` PRE-ACQUISITION APPROVAL CHECKLIST [ ] Strategic Rationale [ ] Fills clearly identified capability gap [ ] Accelerates market entry or expands TAM [ ] Strengthens competitive position [ ] Aligned with 3-5 year strategy [ ] Financial Analysis Complete [ ] Valuation models built (3 approaches) [ ] Walk-away price determined [ ] Purchase price ≤ $[X] (board-approved max) [ ] Synergies identified and modeled conservatively [ ] Impact on profitability/cash flow analyzed [ ] Customer Due Diligence [ ] Reference calls with 10+ customers completed [ ] Customer concentration risks identified [ ] Top customer retention plans in place [ ] Churn assumptions validated [ ] Technical Due Diligence [ ] Technology assessment completed [ ] Architecture scalability evaluated [ ] Security and compliance review done [ ] IP infringement risks assessed [ ] Integration complexity understood [ ] People & Organization [ ] Key person retention plans drafted [ ] Organizational structure designed [ ] Redundancy/cost reduction identified [ ] Cultural fit assessment complete [ ] Integration team assigned [ ] Legal & Compliance [ ] Material contracts reviewed [ ] Litigation/disputes assessed [ ] IP/patent review completed [ ] Regulatory compliance issues identified [ ] Data privacy assessment done [ ] Board Approval [ ] Acquisition rationale presented [ ] Synergy model and risks discussed [ ] Valuation and pricing approved [ ] Integration plan reviewed [ ] Financing strategy approved (if raising capital) [ ] Final Decision [ ] CEO and Board sign-off on acquisition [ ] Price and terms finalized [ ] Exclusivity period begins [ ] Legal counsel engaged for transaction ``` **Pre-Close Checklist** ``` PRE-CLOSE VERIFICATION [ ] Financial Statements [ ] Audited financial statements current [ ] No material adverse changes since diligence [ ] Receivables and inventory quality verified [ ] Undisclosed liabilities assessed [ ] Contracts [ ] All material contracts identified [ ] Change of control consents obtained or waived [ ] Customer and vendor notifications planned [ ] Material adverse change definition and triggers [ ] Intellectual Property [ ] IP ownership verified and clear [ ] Patent registration and renewals current [ ] Open source audit completed [ ] No known infringement risks [ ] Regulatory & Compliance [ ] All required regulatory approvals obtained [ ] Data privacy compliance verified [ ] Industry-specific licenses/approvals obtained [ ] No pending regulatory investigations [ ] Employees [ ] Retention agreements signed with key personnel [ ] WARN Act notices (if required) issued [ ] Equity holder consents obtained [ ] Key employee communications prepared [ ] Conditions to Close [ ] All defined conditions satisfied or waived [ ] Third-party consents obtained [ ] Representations and warranties verified [ ] No material adverse change occurred [ ] Documentation [ ] Purchase agreement finalized [ ] Closing documents prepared [ ] Representations and warranties insurance in place [ ] Financing confirmed (if applicable) [ ] Board approval of final terms ``` ## Post-Acquisition Integration (100-Day Plan) ### Day 1-7: Foundation & Communication **Immediate Actions:** - [ ] Announce acquisition to employees of both companies - [ ] CEO message explaining strategic rationale - [ ] Introduce leadership teams to each other - [ ] Schedule all-hands meetings for each company - [ ] Establish integration management office (IMO) - [ ] Define integration priorities and timeline - [ ] Assign integration owners for each workstream ### Day 8-30: … ## Source & license This open-source skill is cataloged on AgentStack and links to its original source — we do not rehost the code. - **Author:** [w95](https://github.com/w95) - **Source:** [w95/awesome-claude-corporate-skills](https://github.com/w95/awesome-claude-corporate-skills) - **License:** MIT Install and usage instructions live in the source repository linked above. ## Pricing - **Free** — Free ## Security capabilities Automated source analysis of v0.1.0 — what this tool can access: - **Network access:** no - **Filesystem access:** no - **Shell / process execution:** no - **Environment & secrets:** no - **Dynamic code execution:** no *"Yes" means the capability is present in the source — more access means more to trust, not that it is unsafe.* ## Versions - **0.1.0** — security scan: passed — Imported from the upstream source. ## Links - Listing page: https://agentstack.voostack.com/l/skill-w95-awesome-claude-corporate-skills-ma-due-diligence - Seller: https://agentstack.voostack.com/s/w95 - Browse the marketplace: https://agentstack.voostack.com/browse --- Listed on AgentStack — the marketplace for AI agent skills and MCP servers. Every listing is security-reviewed. Creators keep 70%.