neekware/artifacts/bundle/skills/c-level-advisor/ma-playbook
artifacts/bundle/skills/c-level-advisor/ma-playbook/SKILL.md
# M&A Playbook Frameworks for both sides of M&A: acquiring companies and being acquired. ## Keywords M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout ## Quick Start **Acquiring:** Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration. **Being Acquired:** Start with readiness assessment → data room prep → advisor selection → negotiation → transition. ##
development
Updated Apr 24, 2026
$ install --global
skillsauthnpx skillsauth add neekware/ehayeskills artifacts/bundle/skills/c-level-advisor/ma-playbookInstall this skill globally with one command. Works with Claude Code, Cursor, and Windsurf.
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SKILL.md
M&A Playbook
Frameworks for both sides of M&A: acquiring companies and being acquired.
Keywords
M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout
Quick Start
Acquiring: Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration.
Being Acquired: Start with readiness assessment → data room prep → advisor selection → negotiation → transition.
When You're Acquiring
Strategic Rationale (answer before anything else)
- Buy vs Build: Can you build this faster/cheaper? If yes, don't acquire.
- Acqui-hire vs Product vs Market: What are you really buying? Talent? Technology? Customers?
- Integration complexity: How hard is it to merge this into your company?
Due Diligence Checklist
| Domain | Key Questions | Red Flags | | --------- | -------------------------------------------------- | ------------------------------- | | Financial | Revenue quality, customer concentration, burn rate | >30% revenue from 1 customer | | Technical | Code quality, tech debt, architecture fit | Monolith with no tests | | Legal | IP ownership, pending litigation, contracts | Key IP owned by individuals | | People | Key person risk, culture fit, retention risk | Founders have no lockup/earnout | | Market | Market position, competitive threats | Declining market share | | Customers | Churn rate, NPS, contract terms | High churn, short contracts |
Valuation Approaches
- Revenue multiple: Industry-dependent (2-15x ARR for SaaS)
- Comparable transactions: What similar companies sold for
- DCF: For profitable companies only (most startups: use multiples)
- Acqui-hire: $1-3M per engineer in hot markets
Integration Frameworks
See references/integration-playbook.md for the 100-day integration plan.
When You're Being Acquired
Readiness Signals
- Inbound interest from strategic buyers
- Market consolidation happening around you
- Fundraising becomes harder than operating
- Founder ready for a transition
Preparation (6-12 months before)
- Clean up financials (audited if possible)
- Document all IP and contracts
- Reduce customer concentration
- Lock up key employees
- Build the data room
- Engage an M&A advisor
Negotiation Points
| Term | What to Watch | Your Leverage | | ------------------ | ----------------------------------------- | --------------------------------- | | Valuation | Earnout traps (unreachable targets) | Multiple competing offers | | Earnout | Milestone definitions, measurement period | Cash-heavy vs earnout-heavy split | | Lockup | Duration, conditions | Your replaceability | | Rep & warranties | Scope of liability | Escrow vs indemnification cap | | Employee retention | Who gets offers, at what terms | Key person dependencies |
Red Flags (Both Sides)
- No clear strategic rationale beyond "it's a good deal"
- Culture clash visible during due diligence and ignored
- Key people not locked in before close
- Integration plan doesn't exist or is "we'll figure it out"
- Valuation based on projections, not actuals
Integration with C-Suite Roles
| Role | Contribution to M&A | | ---- | ------------------------------------------------- | | CEO | Strategic rationale, negotiation lead | | CFO | Valuation, deal structure, financing | | CTO | Technical due diligence, integration architecture | | CHRO | People due diligence, retention planning | | COO | Integration execution, process merge | | CPO | Product roadmap impact, customer overlap |
Resources
references/integration-playbook.md— 100-day post-acquisition integration planreferences/due-diligence-checklist.md— comprehensive DD checklist by domain
Creator: Alireza Rezvani License: MIT Source Repo:
neekware/ehaye-skillsSource Bucket:c-level-advisorOriginal Path:c-level-advisor/ma-playbook
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