670930c69d
- Add CSS components: .page-meta badges, .domain-header, .install-banner - Fix invisible tab navigation (explicit color for light/dark modes) - Rewrite generate-docs.py with design system templates - Domain indexes: centered headers with icons, install banners, grid cards - Skill pages: pill badges (domain, skill ID, source), install commands - Agent/command pages: type badges with domain icons - Regenerate all 210 pages (180 skills + 15 agents + 15 commands) Co-Authored-By: Claude Opus 4.6 <noreply@anthropic.com>
103 lines
4.1 KiB
Markdown
103 lines
4.1 KiB
Markdown
---
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title: "M&A Playbook"
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description: "M&A Playbook - Claude Code skill from the C-Level Advisory domain."
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---
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# M&A Playbook
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<div class="page-meta" markdown>
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<span class="meta-badge">:material-account-tie: C-Level Advisory</span>
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<span class="meta-badge">:material-identifier: `ma-playbook`</span>
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<span class="meta-badge">:material-github: <a href="https://github.com/alirezarezvani/claude-skills/tree/main/c-level-advisor/ma-playbook/SKILL.md">Source</a></span>
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</div>
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<div class="install-banner" markdown>
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<span class="install-label">Install:</span> <code>claude /plugin install c-level-skills</code>
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</div>
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Frameworks for both sides of M&A: acquiring companies and being acquired.
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## Keywords
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M&A, mergers and acquisitions, due diligence, acquisition, acqui-hire, integration, deal structure, valuation, LOI, term sheet, earnout
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## Quick Start
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**Acquiring:** Start with strategic rationale → target screening → due diligence → valuation → negotiation → integration.
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**Being Acquired:** Start with readiness assessment → data room prep → advisor selection → negotiation → transition.
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## When You're Acquiring
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### Strategic Rationale (answer before anything else)
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- **Buy vs Build:** Can you build this faster/cheaper? If yes, don't acquire.
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- **Acqui-hire vs Product vs Market:** What are you really buying? Talent? Technology? Customers?
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- **Integration complexity:** How hard is it to merge this into your company?
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### Due Diligence Checklist
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| Domain | Key Questions | Red Flags |
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|--------|--------------|-----------|
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| Financial | Revenue quality, customer concentration, burn rate | >30% revenue from 1 customer |
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| Technical | Code quality, tech debt, architecture fit | Monolith with no tests |
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| Legal | IP ownership, pending litigation, contracts | Key IP owned by individuals |
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| People | Key person risk, culture fit, retention risk | Founders have no lockup/earnout |
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| Market | Market position, competitive threats | Declining market share |
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| Customers | Churn rate, NPS, contract terms | High churn, short contracts |
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### Valuation Approaches
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- **Revenue multiple:** Industry-dependent (2-15x ARR for SaaS)
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- **Comparable transactions:** What similar companies sold for
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- **DCF:** For profitable companies only (most startups: use multiples)
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- **Acqui-hire:** $1-3M per engineer in hot markets
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### Integration Frameworks
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See `references/integration-playbook.md` for the 100-day integration plan.
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## When You're Being Acquired
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### Readiness Signals
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- Inbound interest from strategic buyers
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- Market consolidation happening around you
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- Fundraising becomes harder than operating
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- Founder ready for a transition
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### Preparation (6-12 months before)
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1. Clean up financials (audited if possible)
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2. Document all IP and contracts
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3. Reduce customer concentration
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4. Lock up key employees
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5. Build the data room
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6. Engage an M&A advisor
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### Negotiation Points
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| Term | What to Watch | Your Leverage |
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|------|--------------|---------------|
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| Valuation | Earnout traps (unreachable targets) | Multiple competing offers |
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| Earnout | Milestone definitions, measurement period | Cash-heavy vs earnout-heavy split |
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| Lockup | Duration, conditions | Your replaceability |
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| Rep & warranties | Scope of liability | Escrow vs indemnification cap |
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| Employee retention | Who gets offers, at what terms | Key person dependencies |
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## Red Flags (Both Sides)
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- No clear strategic rationale beyond "it's a good deal"
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- Culture clash visible during due diligence and ignored
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- Key people not locked in before close
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- Integration plan doesn't exist or is "we'll figure it out"
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- Valuation based on projections, not actuals
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## Integration with C-Suite Roles
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| Role | Contribution to M&A |
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|------|-------------------|
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| CEO | Strategic rationale, negotiation lead |
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| CFO | Valuation, deal structure, financing |
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| CTO | Technical due diligence, integration architecture |
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| CHRO | People due diligence, retention planning |
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| COO | Integration execution, process merge |
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| CPO | Product roadmap impact, customer overlap |
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## Resources
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- `references/integration-playbook.md` — 100-day post-acquisition integration plan
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- `references/due-diligence-checklist.md` — comprehensive DD checklist by domain
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