Acquirers, consolidators & investors
The value of an acquisition depends on what the combined business can deliver. Allington helps wealth and advice acquirers examine the commercial, investment and operational realities of a deal, then plan the decisions and work needed after completion.
Recognise the challenge?
You want to understand the target’s clients, service commitments, investment approach and operating capacity, including the assumptions that could affect the work and resources required after completion.
There are decisions to make about people, propositions, systems and communication. You need clear priorities for continuity, a realistic integration sequence and named responsibility for the work.
Different processes, investment solutions and technology remain in place. Leadership needs to decide where alignment would help, where differences should remain and which benefits are still achievable.
Where we can help
A transaction brings several disciplines together. All six services are available before and after a deal, so the work can follow the needs of the combined business as well as the transaction itself.
Examine the target’s proposition, client mix, service economics and growth assumptions. Connect the acquisition to the business you want to build and identify questions requiring further evidence.
Compare investment propositions, research, provider arrangements and governance. Identify overlap and differences, then consider the decisions, oversight and practical requirements of any proposed alignment.
Assess workflows, responsibilities and capacity across both businesses. Establish an operating approach that reflects client service commitments and the resources available to make changes.
Bring diligence findings into completion priorities and subsequent phases. Set owners, dependencies and escalation routes, then connect delivery oversight to the intended benefits of the deal.
Assess the compatibility of systems and information, alongside migration effort and reporting needs. Define business requirements and delivery responsibilities before committing to a technology approach.
Clarify who will lead the combined business and make integration decisions. Review key-person dependencies and define any additional senior advisory or interim capacity needed during the transition.
These are examples of how we can help. The full service range is available to every type of firm.
Explore all six servicesWork you can put to use
We agree the outputs before work begins. Depending on your priority, an engagement could deliver:
A practical starting point
The starting point may be a target under consideration, preparation for completion or an integration that has lost momentum. An initial discussion can establish the stage, information available and the question that needs attention first.
Discuss a first stepAn initial conversation is without obligation. Scope, timing and fees are agreed before any work begins.
An agreed assignment could deliver a focused assessment, the further questions to resolve and a practical plan for the next phase.
Direct senior involvement
The practice is led by Tom Wareham, with experience across investment management, corporate strategy, risk management and governance, and team leadership.
You work directly with Tom Wareham to define the question, develop recommendations and agree any support needed to put them into practice.
Meet the practiceBefore we get started
Yes. Support can focus on understanding the target and the operational demands on your existing firm. The scope can be proportionate to one transaction, without assuming you have a dedicated acquisition or integration team.
Allington focuses on commercial, operational and investment questions, plus integration planning and oversight. Work is coordinated with your legal, tax, financial diligence, compliance and other specialists, with responsibilities agreed at the outset.
Yes. A review can reassess the integration plan, clarify decisions that have stalled and identify capacity or ownership gaps. Support can then focus on the remaining priorities and the practical steps needed to move them forward.
Your next conversation
Tell us what is happening in your firm and the decision you are trying to make. A few sentences are enough to start.