We Link Founders to Growth Opportunities

Let's Explore Them Together

What We Do & How

Middle market M&A advisors for over 35 years, Kuhn Capital team members have helped more than 80 clients close transactions worth over $3 billion. But more than a mergers and acquisitions advisory firm, our high-IP clients also use us for capital raises from strategic financial partners. Last, our financial strategy consulting work often results in recommendations on ways to enter new markets and enhance operations in preparation for a profitable M&A transaction.

Middle market M&A advisors for over 35 years, Kuhn Capital team members have helped more than 80 clients close transactions worth over $3 billion. But more than a mergers and acquisitions advisory firm, our high-IP clients also use us for capital raises from strategic financial partners. Last, our financial strategy consulting work often results in recommendations on ways to enter new markets and enhance operations in preparation for a profitable M&A transaction.

We Succeed by…

“Being ignorant and asking questions” (Peter Drucker)

Simple questions like:

  • What are your growth goals? To find an acquirer? Buy a business? Raise funds to spur sales growth? Leverage the resources of a JV partner?
  • What’s your timeline?
  • What does your company do? What problems does it solve for its customers? How does it differ from competitors? How does it make what it sells? If it’s not growing and profitable, why not?
  • What’s its value and debt capacity?

Listening deeply

Listening deeply to these answers lets us place your company in the context of its markets and competition, and better understand its strengths and challenges. Around this time, we also start thinking about what steps might get you where — and when — you want, with the least risk and cost.

Crunching Numbers

Reviewing your financial, market and operations data helps us complete our assessment of the company’s situation, value, and whether your goals are achievable now. At this stage we also determine if key data is missing and whether it can be recreated. At the same time, we almost always find data that reveals hidden strengths to increase value.

Settling On A Plan

Say you decide to explore selling the business. Having done this dozens of times, we’ve developed a proprietary, multi-step process to extract maximum value. Some of those steps are:

  • First, we identify ways to enhance the company’s “curb appeal.”
  • Form and lead a project team;
  • Assign team tasks and completion times;
  • Help complete internal due diligence;
  • Find and contact counterparties, etc.

Managing The Project

Your project team consists of key company executives, an outside accountancy and later, transaction counsel. It’s important that all inside team members are motivated to contribute to project success. And it’s equally important that outside members be appropriately experienced. If needed, we can help you find them.

Finding Partners

At the same time that the team is preparing the company for third-party discussions, we research companies with growth objectives that your business could help them achieve. We typically identify hundreds of such candidates. Later we focus on managing a competitive bidding process and after narrowing the field to the strongest candidate, we guide you through negotiating the most favorable terms.

Closing The Deal

As deals approach the finish line, tasks seem to pile up. Now’s the time to stay cool and alert to last-minute changes that can derail the process. Like requests to retrade. We’ve been there. Sometimes a bad cop is the solution and it’s best if that’s not you. Part of our job is to keep you above the fray till the time comes to close the deal and move on to the next phase of you and your company’s life.

“Being ignorant and asking questions” (Peter Drucker)
Listening deeply
Crunching Numbers
Settling On A Plan
Managing The Project
Finding Partners
Closing The Deal

Simple questions like:

  • What are your growth goals? To find an acquirer? Buy a business? Raise funds to spur sales growth? Leverage the resources of a JV partner?
  • What’s your timeline?
  • What does your company do? What problems does it solve for its customers? How does it differ from competitors? How does it make what it sells? If it’s not growing and profitable, why not?
  • What’s its value and debt capacity?

Listening deeply to these answers lets us place your company in the context of its markets and competition, and better understand its strengths and challenges. Around this time, we also start thinking about what steps might get you where -- and when -- you want, with the least risk and cost.

Reviewing your financial, market and operations data helps us complete our assessment of the company’s situation, value, and whether your goals are achievable now. At this stage we also determine if key data is missing and whether it can be recreated. At the same time, we almost always find data that reveals hidden strengths to increase value.

Say you decide to explore selling the business. Having done this dozens of times, we’ve developed a proprietary, multi-step process to extract maximum value. Some of those steps are:

  • First, we identify ways to enhance the company’s “curb appeal.”
  • Form and lead a project team;
  • Assign team tasks and completion times;
  • Help complete internal due diligence;
  • Find and contact counterparties, etc.

Your project team consists of key company executives, an outside accountancy and later, transaction counsel. It’s important that all inside team members are motivated to contribute to project success. And it’s equally important that outside members be appropriately experienced. If needed, we can help you find them.

At the same time that the team is preparing the company for third-party discussions, we research companies with growth objectives that your business could help them achieve. We typically identify hundreds of such candidates. Later we focus on managing a competitive bidding process and after narrowing the field to the strongest candidate, we guide you through negotiating the most favorable terms.

As deals approach the finish line, tasks seem to pile up. Now’s the time to stay cool and alert to last-minute changes that can derail the process. Like requests to retrade. We’ve been there. Sometimes a bad cop is the solution and it’s best if that’s not you. Part of our job is to keep you above the fray till the time comes to close the deal and move on to the next phase of you and your company’s life.

Team

RYAN KUHN

RYAN KUHN

TIM WILLIAMSON

TIM WILLIAMSON

TOM FLAHERTY

TOM FLAHERTY

PATRICK RICHMOND

PATRICK RICHMOND

KAI CHEN

KAI CHEN

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