M&A Master Class

How To Win At M&A
October 9-11, 2019, Greenville, SC


Top Level Executive Leadership (C-Suite corporate team members or single participants)

This is a fast-paced, comprehensive 3-day interactive and engaging education program that teaches best practices utilized by companies that achieve the highest return on investment for their respective mergers or acquisitions.

Clemson Center for Corporate Learning
One North Main, Greenville, SC

October 2019

This course is taught by front-line expert practitioners. Participants will leave with a realistic and thorough understanding of the M&A processes that drive successful outcomes.

Participants will walk through a series of instructional sessions and interactive case studies showing:

  1. The strategies of M&A (a necessary foundation),
  2. Preparation best practices (the core disciplines of M&A),
  3. Valuation and synergies (an integral part of successful M&A),
  4. Due diligence best practices (critical to reducing risks from M&A)
  5. The transaction phase of M&A (including deal structuring and legal), and
  6. Integration execution (a necessity for capturing ROI).

CPE Credits: Clemson University confers 22.5 Continuing Professional Education hours (7.5/day) toward CPA annual requirement.

  1. More companies fumble the M&A process than succeed at it! Here's the proof:
    1. A Harvard Business Review article in 2011 found that the overall M&A failure rate is between 70% and 90%.
    2. Companies spend more than $2 trillion a year on acquisitions, yet over two-thirds (68%) rated their company's overall capability and readiness level for M&A as "very poor, poor, or average" (from a 2014 study by the M&A Leadership Council)
    3. Another study tracking 12,000 M&A transactions over a 20-year period found that acquisitions in the USA led to losses of more than $200 billion for shareholders (from a 2014 study by National Bureau of Economic Research).
    4. Finally, only 20% of finance executives involved in M&A said their transactions were "very successful" as measured by revenue growth, synergies, cost reductions and retention of key talent (from a 2012 five-year study by the Canadian Financial Executives Research Foundation).
  2. Most don't realize their errors until it's too late. Those who fail at acquisitions usually do not realize it until about two years after their acquisition transaction has closed.
  3. The majority of acquirers fail to meet their goals because key elements were missed, even though most companies work with sharp attorneys and accountants (and often investment bankers) to create well-structured deals that appear to resolve all the gaps between the buyer and seller.
  4. The most successful M&A events utilize a comprehensive approach by engaging and deploying a more thoroughly educated, prepared, and savvy deal team consisting of internal and external members that have mastered all of the processes involved in M&A.
  5. Most infrequent acquirers learn "how to do M&A" when they experience live transactions. Learning by doing does not provide an adequate understanding of how M&A works and generally leads to costly errors and omissions.

The only answer to a successful deal is to master these processes well in advance. Company leaders need to engage in learning and prepare themselves far ahead of the actual M&A transaction. However, there is a notable caveat. The typical investment banking firm that introduces deals to companies is in business to close those transactions, not to educate the companies about how everything works. With such a large number of failing M&A transactions, wise C-Suite executives should be well-educated before they search for and conduct the kinds of acquisitions they want and need to reach their strategic goals.

This class is intended for a company's C-Suite executives and board members who would be involved in the merger or acquisition process. This might include just one company representative or several representatives.

NOTE: Since a contributing factor to ROI failure is that companies often under-resource their internal acquisition team, we recommend that, where possible, a small team of the top 3-4 leaders is the wisest deployment for this course for optimal bench strength.

I've attended quite a few business seminars / courses over the course of my career, but I can't think of any that were better taught and more substantive than this one. Hagen is a natural teacher and the material was comprehensive and relevant yet not overwhelming. The program was everything I'd hoped it would be. Thanks to Clemson for putting this on and to Hagen and the other instructors for such great delivery.

Managing Director – Manufacturing of pneumatic fittings, valves and cylinders

10 out of 10. All was excellent information that can be used/applied at different levels of company integration.

President & CEO of a composite manufacturer

Provided a great base of knowledge on how to prepare and avoid the mistakes and pitfalls of the M&A process.

President, large privately owned specialty paper manufacturer

Great class! Very glad I was able to attend. Highlighting the strategy session as a precursor to M&A is great. Also for the attention paid to post-deal acquisition.

SVP, Director of Strategic Initiatives of a large, publicly traded commercial bank

Excellent class. Gained a lot from the perspective of other participants as well as the presentation.

CFO, large privately owned electrical wholesaler

I think the class evidenced great knowledge of the real needs of those of us in the audience and it was presented in a very easy way to understand. Thank you!

CFO of Global manufacturer of animal nutrition products

Great job of focusing on influence and culture in successful M&A.

Executive Leadership of a large plastics manufacturer


October 9-11, 2019, Greenville, SC.

Now through June 30: $5500 per person
July 1 – August 31: $6000 per person
September 1 – October 8: $6500 per person

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Have questions about this program? Send us a note.