Around 70% to 90% of mergers and acquisitions fail to achieve their intended objectives for different reasons.
So, when you think about the factors that influence the success of a merger or acquisition, what comes to mind? Revenue growth? Market fit? Strategic synergy?
During our years of experience with M&A, one of the most decisive factors is not how much your company earns; rather, it’s how clearly and confidently you can present your financials.
In the complex process of mergers and acquisitions, clarity is not just appreciated; it’s expected from an organisation. Companies that fail to deliver clear books and fillings often have to lower their values or, worse, derail the deal altogether.
In this blog, we will discuss common pitfalls and how CFO services can help you with the M&A process.
The Common Pitfall: Mistaking Revenue for Readiness
It’s a mistake many founders make. They assume and are, in fact, confident that high topline growth or customer traction is enough to secure favourable terms in an acquisition.
But buyers today are not just looking for growth; they buy predictability, control, and long-term value. This begins with clean, consistent, and audit-ready financials. The reality is that even the most promising acquisition targets can be undervalued or walked away from entirely due to poor financial hygiene.
What Poor Financial Hygiene Looks Like (And Why It’s a Deal Killer)
When buyers dig into a company’s finances during due diligence, certain red flags can quickly turn them away. Here are some of the most common issues that raise eyebrows—and why they matter:
- Unreconciled accounts: If your cash, receivables, or payables don’t line up, buyers start doubting the accuracy of your financials. A shaky balance sheet leads to shaky deals.
- Inconsistent reporting across departments: When different teams present different numbers, it leads to confusion and damages trust. Buyers want a clear and unified financial story.
- Weak internal controls: A lack of checks and balances raises concerns about potential fraud, mismanagement, or non-compliance with regulations.
- Mismatched inventory records: Discrepancies between inventory data and actual stock hint at operational inefficiencies and possible profit leaks.
- Late or incorrect tax filings: These suggest not only a lack of financial discipline but also a lack of discipline and the risk of future liabilities.
Even one of these issues can lead to a lower valuation, tough renegotiations, or buyers walking away altogether. When combined, they paint a picture of risk—one that most buyers won’t want to take on.
How a Virtual CFO Builds M&A Readiness: A Strategic Role
Enough of the challenges and the things that can go wrong. Let’s talk about solutions. Enter the virtual CFO, a strategic partner who prepares your company not just for growth but for scrutiny. Here’s how a merger and acquisition consulting service drives value through each stage of the M&A lifecycle:
1. Pre-Deal Cleanup & Financial Streamlining
The first thing merger and acquisition consultants in India do is analyse the financials and clear any fixing errors.
- They conduct thorough audits of financial data to clean up my inconsistencies.
- They ensure that the financial statements are reconciled, GAAP-compliant and up-to-date.
- They prepare investor-grade reports and financial dashboards.
- They help standardise accounting policies and processes.
2. Due Diligence Management
CFOs play a key role in the M&A due diligence process by ensuring accurate financial reporting, identifying potential risks, and presenting a clear picture of the company’s financial health to buyers.
- They directly coordinate with buyer-side financial and legal teams.
- They prepare comprehensive data rooms with clean documentation.
- They provide a clear explanation for historical anomalies and one-time costs.
- They proactively mitigate risk factors that can become negotiation hurdles if not resolved.
3. Deal Structuring Advisory
A strong deal structuring advisory helps guide strategic decisions by analysing valuation models and supporting EBITDA normalisation to present a realistic picture of financial performance.
It also plays a critical role in choosing between asset and share sale structures, factoring in tax implications and compliance requirements.
By modelling both best- and worst-case scenarios, the CFO team helps set realistic expectations and strengthens the client’s position during negotiations.
4. Post-Merger Financial Integration
This involves aligning financial systems, software, and accounting calendars across both entities to ensure consistency and transparency.
A key part of the process is building a consolidated profit and loss statement, balance sheet, and cash flow framework that reflects the new, merged organisation.
Along with integrating financial systems, it is also necessary to bring together teams, streamline processes, and establish clear approval workflows.
The virtual CFO services also support the creation of new reporting structures designed to track synergies and measure return on investment.
Checklist: Is Your Business Financially Ready for M&A?
If a buyer approached you tomorrow, could you confidently hand over your books? Run through this quick checklist:
- Do you have at least 3 years of clean, auditable financials?
- Are all your key statements (P&L, balance sheet, cash flow) reconciled and consistent?
- Do you track and explain one-off or discretionary expenses that may skew EBITDA?
- Are your tax filings and compliance documents up to date and accessible?
- Is your internal finance team equipped to handle due diligence queries in real time?
If you’re unsure on even one of these questions, it might be time to call in a Chief Financial Officer.
In M&A, Clarity = Confidence = Value
In any transaction, clarity builds confidence—and confidence protects your valuation. It’s not about showing bigger numbers. It’s about showing better numbers—clean, consistent, and compelling.
At Prudent CFO, we help businesses walk into the negotiation room prepared, aligned, and in control. Whether you’re exploring a merger, preparing for exit, or simply want to future-proof your finances, our Virtual CFO service in India ensures you’re always deal-ready.
FAQs About Company Mergers
1. Why does financial hygiene matter more than revenue in M&A?
Because buyers don’t just look at how much money you make; they also look at how reliably you make it. Poor financial hygiene introduces doubt, risk, and friction which does not translate to a premium price.
2. What’s the role of a virtual CFO vs. a traditional CFO during a transaction?
A virtual CFO brings the same strategic expertise without the full-time cost. They’re ideal for companies in growth mode or preparing for exit, offering flexibility, deep financial insight, and experience navigating M&A.
3. When should I start preparing for a potential merger or acquisition?
Ideally, 12–18 months in advance. Deal readiness isn’t something you scramble to build—it’s something you maintain. Being ready at all times allows you to act quickly and negotiate from strength.
