BOOSTING COMPETITIVENESS THROUGH M&A

What are the potential risks and opportunities of the deal?

With the Berylls due diligence process, acquirers or sellers can identify and assess risks, liabilities, and business problems before finalizing the transaction, cutting the risk of loss.

Based on the experience of hundreds of successful due diligence projects in the mobility industry, Berylls is ideally positioned to analyze risk at any needed scope, from red-flag commercial due diligences to fully-fledged, bankable due dilligence reports.

Which combination of assets will generate maximum synergies?

When transactions fail it is usually at the integration stage. Divergent M&A objectives, different cultures, unclear governance, or unrealized synergies are the result when merged companies fail to join forces properly.

Berylls starts the post-merger integration (PMI) program weeks before closing. By including all stakeholders, we jointly prepare a PMI roadmap using digital solutions to involve all managers actively. A program management office and clear lines of responsibility result in a smooth transition to the new form of collaboration.

Berylls has supported dozens of PMI projects in the mobility sector. Most of our clients (including OEMs, suppliers, tech giants, engineering and software companies) come back over and over again.

Success in transactions has a name: Berylls.

Identifying the right form of collaboration to meet strategic targets is a must at the start of any transaction consideration.

Berylls advises clients in selecting the right collaboration template. Joint teams, associations, carve-outs, acquisitions, mergers, joint ventures and alliances are all options at the beginning of a M&A process. Alignment with corporate strategy, speed of execution and rate of realization are critical criteria.

Over 40% of our M&A and network projects for financial investors end up with a successful deal; for strategic investors four out of five deals close successfully.

What do ideal partners look like? Who are they?

Berylls uses a proven search process to identify the right partner for any enterprise.
We jointly define the ideal partner profile, and identify a long-list of approximately 150 to 200 potential targets.

Refining the search criteria by strategic fit, we reduce the number of potential candidates to 15 to 20 companies.

Berylls then approaches the executives or shareholders of the potential partner. This is when the seasoned Berylls negotiating team begins work, informing the client at every stage.

Clients need to get the best out of negotiation.

Everything boils down to risk and return. Berylls supports every client in defining the right deal structure for the specific partner or target. We work out collaboration modalities, the future business model, and define service agreements and the future governance model.

Each step brings the client closer to finalizing the deal, from process letter, memorandum of understanding or letter of intent, to indicative offer, final offer, share or asset purchase agreement or network agreement, signing, and closing.
Berylls collaborates with trusted law firms, financial advisors, tax experts, and the client’s leadership, legal department and functional specialists.

What are the potential risks and opportunities of the deal?

With the Berylls due diligence process, acquirers or sellers can identify and assess risks, liabilities, and business problems before finalizing the transaction, cutting the risk of loss.

Based on the experience of hundreds of successful due diligence projects in the mobility industry, Berylls is ideally positioned to analyze risk at any needed scope, from red-flag commercial due diligences to fully-fledged, bankable due dilligence reports.

Which combination of assets will generate maximum synergies?

When transactions fail it is usually at the integration stage. Divergent M&A objectives, different cultures, unclear governance, or unrealized synergies are the result when merged companies fail to join forces properly.

Berylls starts the post-merger integration (PMI) program weeks before closing. By including all stakeholders, we jointly prepare a PMI roadmap using digital solutions to involve all managers actively. A program management office and clear lines of responsibility result in a smooth transition to the new form of collaboration.

Berylls has supported dozens of PMI projects in the mobility sector. Most of our clients (including OEMs, suppliers, tech giants, engineering and software companies) come back over and over again.

Success in transactions has a name: Berylls.

Identifying the right form of collaboration to meet strategic targets is a must at the start of any transaction consideration.

Berylls advises clients in selecting the right collaboration template. Joint teams, associations, carve-outs, acquisitions, mergers, joint ventures and alliances are all options at the beginning of a M&A process. Alignment with corporate strategy, speed of execution and rate of realization are critical criteria.

Over 40% of our M&A and network projects for financial investors end up with a successful deal; for strategic investors four out of five deals close successfully.

What do ideal partners look like? Who are they?

Berylls uses a proven search process to identify the right partner for any enterprise.
We jointly define the ideal partner profile, and identify a long-list of approximately 150 to 200 potential targets.

Refining the search criteria by strategic fit, we reduce the number of potential candidates to 15 to 20 companies.

Berylls then approaches the executives or shareholders of the potential partner. This is when the seasoned Berylls negotiating team begins work, informing the client at every stage.

Clients need to get the best out of negotiation.

Everything boils down to risk and return. Berylls supports every client in defining the right deal structure for the specific partner or target. We work out collaboration modalities, the future business model, and define service agreements and the future governance model.

Each step brings the client closer to finalizing the deal, from process letter, memorandum of understanding or letter of intent, to indicative offer, final offer, share or asset purchase agreement or network agreement, signing, and closing.
Berylls collaborates with trusted law firms, financial advisors, tax experts, and the client’s leadership, legal department and functional specialists.

What are the potential risks and opportunities of the deal?

With the Berylls due diligence process, acquirers or sellers can identify and assess risks, liabilities, and business problems before finalizing the transaction, cutting the risk of loss.

Based on the experience of hundreds of successful due diligence projects in the mobility industry, Berylls is ideally positioned to analyze risk at any needed scope, from red-flag commercial due diligences to fully-fledged, bankable due dilligence reports.

Which combination of assets will generate maximum synergies?

When transactions fail it is usually at the integration stage. Divergent M&A objectives, different cultures, unclear governance, or unrealized synergies are the result when merged companies fail to join forces properly.

Berylls starts the post-merger integration (PMI) program weeks before closing. By including all stakeholders, we jointly prepare a PMI roadmap using digital solutions to involve all managers actively. A program management office and clear lines of responsibility result in a smooth transition to the new form of collaboration.

Berylls has supported dozens of PMI projects in the mobility sector. Most of our clients (including OEMs, suppliers, tech giants, engineering and software companies) come back over and over again.

Success in transactions has a name: Berylls.

Identifying the right form of collaboration to meet strategic targets is a must at the start of any transaction consideration.

Berylls advises clients in selecting the right collaboration template. Joint teams, associations, carve-outs, acquisitions, mergers, joint ventures and alliances are all options at the beginning of a M&A process. Alignment with corporate strategy, speed of execution and rate of realization are critical criteria.

Over 40% of our M&A and network projects for financial investors end up with a successful deal; for strategic investors four out of five deals close successfully.

What do ideal partners look like? Who are they?

Berylls uses a proven search process to identify the right partner for any enterprise.
We jointly define the ideal partner profile, and identify a long-list of approximately 150 to 200 potential targets.

Refining the search criteria by strategic fit, we reduce the number of potential candidates to 15 to 20 companies.

Berylls then approaches the executives or shareholders of the potential partner. This is when the seasoned Berylls negotiating team begins work, informing the client at every stage.

Clients need to get the best out of negotiation.

Everything boils down to risk and return. Berylls supports every client in defining the right deal structure for the specific partner or target. We work out collaboration modalities, the future business model, and define service agreements and the future governance model.

Each step brings the client closer to finalizing the deal, from process letter, memorandum of understanding or letter of intent, to indicative offer, final offer, share or asset purchase agreement or network agreement, signing, and closing.
Berylls collaborates with trusted law firms, financial advisors, tax experts, and the client’s leadership, legal department and functional specialists.

What are the potential risks and opportunities of the deal?

With the Berylls due diligence process, acquirers or sellers can identify and assess risks, liabilities, and business problems before finalizing the transaction, cutting the risk of loss.

Based on the experience of hundreds of successful due diligence projects in the mobility industry, Berylls is ideally positioned to analyze risk at any needed scope, from red-flag commercial due diligences to fully-fledged, bankable due dilligence reports.

Which combination of assets will generate maximum synergies?

When transactions fail it is usually at the integration stage. Divergent M&A objectives, different cultures, unclear governance, or unrealized synergies are the result when merged companies fail to join forces properly.

Berylls starts the post-merger integration (PMI) program weeks before closing. By including all stakeholders, we jointly prepare a PMI roadmap using digital solutions to involve all managers actively. A program management office and clear lines of responsibility result in a smooth transition to the new form of collaboration.

Berylls has supported dozens of PMI projects in the mobility sector. Most of our clients (including OEMs, suppliers, tech giants, engineering and software companies) come back over and over again.

Success in transactions has a name: Berylls.

Identifying the right form of collaboration to meet strategic targets is a must at the start of any transaction consideration.

Berylls advises clients in selecting the right collaboration template. Joint teams, associations, carve-outs, acquisitions, mergers, joint ventures and alliances are all options at the beginning of a M&A process. Alignment with corporate strategy, speed of execution and rate of realization are critical criteria.

Over 40% of our M&A and network projects for financial investors end up with a successful deal; for strategic investors four out of five deals close successfully.

What do ideal partners look like? Who are they?

Berylls uses a proven search process to identify the right partner for any enterprise.
We jointly define the ideal partner profile, and identify a long-list of approximately 150 to 200 potential targets.

Refining the search criteria by strategic fit, we reduce the number of potential candidates to 15 to 20 companies.

Berylls then approaches the executives or shareholders of the potential partner. This is when the seasoned Berylls negotiating team begins work, informing the client at every stage.

Clients need to get the best out of negotiation.

Everything boils down to risk and return. Berylls supports every client in defining the right deal structure for the specific partner or target. We work out collaboration modalities, the future business model, and define service agreements and the future governance model.

Each step brings the client closer to finalizing the deal, from process letter, memorandum of understanding or letter of intent, to indicative offer, final offer, share or asset purchase agreement or network agreement, signing, and closing.
Berylls collaborates with trusted law firms, financial advisors, tax experts, and the client’s leadership, legal department and functional specialists.