Deal Teams & Investment Committees
The thesis tested before the vote, and a plan ready for day one.
Deal professionals building the case for a new platform or add-on, and the committee members who vote on it.
An investment thesis assumes the company can deliver its plan with the people, customers, and systems it already has. Within the deal timetable, Cerenovus tests that operating case against the approved diligence material. The committee votes knowing what the records support and what is still unknown, and the new owners start day one with a ranked plan.
Questions this team brings
What deal professionals and committee members ask when the timetable is fixed and the vote depends on how the company really runs.
- 01
Does the operating case behind the thesis hold up in the company's own records?
- 02
Which findings should change the price, the structure, or the conditions of the deal?
- 03
Which parts of the memo are tested, and which still rest on management's word?
- 04
What should the new owners start on the day the deal closes?
What Cerenovus typically finds
What deal teams typically learn when the investment case is tested against the records before the committee meets. Each finding cites its source and states what is still unknown.
Growth levers the operation cannot yet carry
Cross-selling, pricing, or add-on integration in the model depends on work that today runs through spreadsheets, manual sign-offs, or one team already at capacity.
Thesis points resting on one source
Some parts of the investment case are supported only by a management presentation or a single spreadsheet. Each one is flagged, so the memo states how firm the point is before the vote.
Upside the base case already counts
Some cost or growth initiatives in the model were tried before and stalled, as the records show. Flagging them keeps the deal team from paying for the same upside twice.
Large renewals soon after close
Renewal dates and escalation threads show which large customers or suppliers come up for renewal in the first year of ownership, and which of those relationships are already strained.
Key people the retention plan must cover
Key accounts, pricing knowledge, and supplier relationships often sit with one or two people below the top team. Patterns in who sends, approves, and answers show who they are before signing.
Decisions that still route to the founder
Discounts, exceptions, and escalations still reach the founder or one executive, regardless of title. That shapes succession, the management incentive plan, and what has to be delegated first after close.
5 steps from question to decision
The work runs on the deal timetable, from thesis to committee vote to day one.
- 01
Turn the thesis into operating questions
- 02
Test each point against approved sources
- 03
Take open questions into management sessions
- 04
Supply cited inputs for the committee memo
- 05
Carry the ranked plan into day one
What your team receives
Three outputs, each timed to a milestone in the deal: the management sessions, the committee vote, and the first day of ownership.
Committee memo inputs
Exhibits for the investment memo showing which parts of the thesis the records support, which rest on one source, and which are still open on the day of the vote.
Risk register and management questions
Dependencies on people, customers, and suppliers, and each evidence gap, tied to the part of the thesis it affects, with the questions to raise in management sessions.
Day-one value creation plan
A value creation plan ready at close, ranked by estimated range and cited, so the new owners start on the work the thesis depends on.
The deal team decides what the evidence means for price and terms, and the investment committee votes. After close, the new owners and management choose which day-one initiatives to start and who leads them.
Go into the vote knowing what the records support
Cerenovus reads approved company data through read-only access and ranks what it finds by value.