Best of LinkedIn: M&A Insights CW 43/ 44

Night acquired Experiential Supply to enter a fast-growing creator and events space targeting a market sized at over one hundred billion dollars

Lemlist’s acquisition of Claap at twenty five million dollars highlighted creative deal structuring to secure strategic product adjacency

RSM UK and RSM US LLP merging toward five billion dollars revenue underscored scale benefits and partnership model strength in professional services

Terravent Group advanced its renewable portfolio by acquiring the Sassenberg-Füchtorfer Moor II wind asset in Germany

Commentary pointed to a buyer’s market in Germany with attractive entry points for disciplined acquirers

Advisory capabilities in Europe were spotlighted as MarshBerry supported a milestone specialty insurance transaction in Germany

Cross-border dynamics between Germany and international buyers were emphasized as a capability differentiator for advisors and corporates

Legal architecture in French M&A was framed as a strategic tool shaping price, risk allocation, and overall deal economics

AI startup Rogo raised fifty million dollars for M&A support tooling focused on succession planning in small and midsize enterprises

Product centricity remained a leading rationale for acquisitions where buyers sought features that accelerate roadmap delivery

Persistent valuation gaps where standard models miss unique business characteristics and cash flow durability

Premium logic was reframed around certainty of value realization rather than headline multiple optics

Teaser versus CIM misuse was identified as a valuation risk driver due to inadvertent information leakage and diminished negotiating leverage

Reverse mergers in biotech were highlighted as viable when financing, integration readiness, and narrative cohesion are aligned

Deal readiness was tied to lender confidence through crisp storytelling, organized data rooms, and credible management access

Integration leadership quality was cited as the pivot between synergy realization and erosion of acquired value

Post merger assessment frameworks that tether operational improvements to modeled outcomes were encouraged to validate wealth creation

Separation and carve out readiness were implied as value unlockers where integration complexity can be preempted

Winning acquirers anchored success in strategy, people, and culture rather than financial engineering alone

Standing up an M&A function benefits from starting small, building internal relationships, and enforcing clear accountability

Treating a company sale like a financing process was recommended with overt, covert, or fire sale pathways matched to context

Founder guidance focused on building a great product, team, and market position to maximize M&A optionality

Legal teams were urged to evolve from narrow counsel roles to strategic partners with finance fluency and business acumen

Energy and cleantech showed tangible momentum through German wind acquisitions and supportive advisory activity

Software and SaaS themes centered on product led rationale and the role of AI tools in pipeline and succession workflows

Media and entertainment interest rose via experiential plays linked to creator economies and live experiences

Financial services and insurance activity leaned on specialist advisors and cross border structuring to navigate regulatory complexity

Biotech surfaced as a niche where reverse mergers can accelerate public market pathways when execution conditions are met