1. Acquisition Strategy, Criteria, and Market Mapping
1Define an Acquisition Thesis
Use when: You need a disciplined starting point for identifying which businesses fit a buyer’s long-term objectives.
Open copy-ready prompt
Act as a buy-side M&A strategist advising an experienced entrepreneur who wants to acquire a profitable small business. Using the buyer profile, available capital, operating strengths, preferred geography, and stated time horizon below, develop a concise acquisition thesis. Distinguish must-have criteria from preferences, identify unacceptable risks, and explain how the thesis should guide sourcing and screening. Do not recommend a specific company or make a personalized investment recommendation. Structure the response as: thesis statement, strategic rationale, target profile, exclusion rules, sourcing implications, and five screening questions. Separate assumptions from verified facts, flag missing information, and finish by checking that every criterion is observable in seller materials or independently verifiable.
Optional inputs: [buyer profile] [capital range] [geography] [industry interests] [operating capabilities] [time horizon]
2Build a Weighted Target-Selection Scorecard
Use when: You want a repeatable method for comparing acquisition opportunities before investing substantial diligence time.
Open copy-ready prompt
Act as a corporate development analyst creating a preliminary target scorecard for a search focused on established owner-operated companies. Convert the criteria supplied below into a weighted model covering strategic fit, recurring or repeat revenue, customer concentration, margins, growth quality, management dependence, market resilience, operational complexity, and diligence readiness. Propose sensible weight ranges rather than pretending that one weighting is universally correct, and explain how a buyer could calibrate them. Present a table with criterion, definition, evidence required, suggested weight, scoring guidance from 1 to 5, and disqualifying condition. Include a worked example using clearly labeled hypothetical data, not a valuation. Self-check that the weights sum to 100%, criteria do not materially overlap, and no score can replace review by qualified finance, tax, legal, and industry specialists.
Optional inputs: [industry] [buyer objectives] [capital constraints] [geography] [risk tolerance] [candidate criteria]
3Map an Attractive Market Segment
Use when: You need to understand a fragmented market and identify where acquisition opportunities may be concentrated.
Open copy-ready prompt
Act as a market-mapping consultant supporting a lower-middle-market acquisition search. Analyze the segment described below without inventing market size, growth, competitor, or transaction facts. Define the market boundary, customer groups, demand drivers, business-model variants, geographic clusters, supplier dependencies, and likely fragmentation patterns. Then propose a practical map of target archetypes, such as regional specialists, niche leaders, recurring-service providers, or under-managed businesses with succession needs. Organize the response into market definition, segmentation framework, target archetype matrix, evidence-gathering plan, and uncertainty register. Use placeholders only for facts the user must supply, and label hypotheses clearly. Conclude with a source-verification checklist requiring primary documents, reputable databases, and specialist review before any acquisition decision.
Optional inputs: [market segment] [geography] [customer types] [known competitors] [industry sources] [buyer thesis]
4Identify Attractive Subsegments
Use when: A broad industry contains too many possibilities and you need a defensible way to narrow the search.
Open copy-ready prompt
Act as an industry strategy adviser helping a buyer prioritize subsegments within a broad acquisition market. Compare the subsegments listed below against demand stability, pricing power, customer retention, capital intensity, regulatory exposure, labor availability, technology disruption, and suitability for the buyer’s capabilities. Do not assign unsupported numerical forecasts or state that any subsegment is objectively superior. Instead, create a qualitative comparison with evidence questions and confidence levels. Deliver: an executive conclusion, a comparison table, “why now” hypotheses, red flags, and a 30-day research agenda. Distinguish structural characteristics from current-cycle conditions, and note where local knowledge matters. Self-check each conclusion against the supplied evidence, identify at least three plausible counterarguments, and state that legal, tax, financial, and sector specialists must validate material assumptions.
Optional inputs: [broad industry] [subsegments] [geography] [buyer capabilities] [known risks] [research budget]
5Design a Proprietary Sourcing Plan
Use when: You want to reach suitable owners through relationships and research rather than relying only on marketed listings.
Open copy-ready prompt
Act as a proprietary-deal sourcing director for a search fund or strategic buyer. Design a twelve-week outreach and intelligence plan for finding businesses that match the acquisition criteria below. Cover referral partners, industry associations, local networks, competitor and supplier mapping, succession signals, public-record research, direct owner outreach, and respectful follow-up cadence. Include a weekly activity schedule, target-data fields, message themes, qualification gates, and a simple pipeline status taxonomy. Do not encourage scraping private data, misrepresentation, pressure tactics, or contact with people who have not consented where consent is required. Keep outreach claims accurate and distinguish public information from confidential information. Finish with a self-audit for privacy, accuracy, conflicts of interest, and documentation of each lead’s source and verification status.
Optional inputs: [target profile] [geography] [industry] [team capacity] [outreach channels] [time horizon]
6Create a Seller-Qualification Interview Guide
Use when: You have an initial owner conversation and need to learn whether a potential target merits further diligence.
Open copy-ready prompt
Act as an M&A advisor preparing a first-call interview guide for a business owner considering a sale. Build a conversational sequence that explores the owner’s objectives, timing, decision process, revenue model, customers, employees, suppliers, systems, competitive position, recent performance, liabilities, and transition expectations. Use open-ended questions first, followed by neutral clarifiers; avoid requesting unnecessary personal information or confidential third-party data. For each topic, explain what a credible answer may indicate and what requires documentary follow-up, without labeling an owner’s response as proof of quality. Structure the guide into opening script, question sequence, listening cues, follow-up document list, and call-close language. Self-check that questions are non-coercive, legally appropriate for preliminary diligence, and framed as fact-finding rather than a promise to buy or a valuation.
Optional inputs: [business type] [seller context] [buyer thesis] [call length] [known information] [transition preferences]
7Build a Geographic Expansion Map
Use when: Location affects customer density, labor, logistics, regulation, or post-acquisition operating leverage.
Open copy-ready prompt
Act as a regional expansion strategist evaluating where an acquisition search should focus. Using the supplied business model and operating requirements, create a geographic-screening framework for comparing markets rather than declaring a best location. Assess customer density, travel or delivery economics, labor availability, wage pressure, licensing and tax considerations, supplier access, competition, demographic fit, and integration distance from the buyer’s existing operations. Present a two-stage map: broad-market filters followed by city or county-level validation. Include data sources to consult, a field-research checklist, and a decision log template. Do not fabricate local statistics, imply legal conclusions, or recommend relocation without evidence. End by testing whether the framework accounts for seasonality, cross-border rules, and communities where data may be sparse; require qualified local, tax, legal, and operational review before action.
Optional inputs: [business model] [current footprint] [candidate regions] [service radius] [labor needs] [regulatory constraints]
8Analyze Competitive Position and Defensibility
Use when: You need to determine whether a target’s market position rests on durable advantages or temporary conditions.
Open copy-ready prompt
Act as a competitive-intelligence analyst reviewing a prospective acquisition in a specialized market. Based only on the evidence provided, assess the target’s customer value proposition, switching costs, reputation, contracts, proprietary know-how, channel access, geographic density, scale benefits, and exposure to substitutes. Separate verified advantages, management assertions, and hypotheses requiring testing. Produce a competitor landscape table, defensibility assessment, evidence gaps, and five diligence tests that could confirm or weaken each claimed moat. Do not infer market leadership from marketing language, fabricate competitor metrics, or use confidential information improperly. Include a short “what would change my view” section with plausible disconfirming evidence. Self-check that every conclusion has a cited source or an explicit evidence request and that the analysis does not substitute for legal, financial, or commercial diligence.
Optional inputs: [target description] [competitor list] [customer feedback] [contracts] [public sources] [management claims]
9Establish Search Funnel and Go/No-Go Gates
Use when: An acquisition search needs clear progression rules so enthusiasm does not override evidence.
Open copy-ready prompt
Act as a search-process architect designing a stage-gated acquisition funnel. Create a practical progression from market universe to sourced lead, qualified conversation, indication of interest, signed confidentiality agreement, preliminary diligence, and confirmatory diligence. For each stage, specify required evidence, owner, estimated effort, stop conditions, and questions that must be answered before advancing. Include separate gates for strategic fit, financial quality, legal or regulatory concerns, customer concentration, owner dependence, and transaction feasibility. Use qualitative thresholds or ranges only when the user supplies a basis; otherwise label them as calibration points. Format the output as a stage table followed by a weekly review agenda and exception protocol. Self-check that no gate relies solely on a seller representation and that specialist legal, tax, accounting, and financing advice is obtained where relevant.
Optional inputs: [search thesis] [team roles] [deal size range] [diligence budget] [risk limits] [decision cadence]
10Write a Market-Mapping Research Brief
Use when: You need to commission consistent research before launching a focused acquisition campaign.
Open copy-ready prompt
Act as a private-equity research manager drafting a brief for an analyst who will map a target market for acquisition. Define the research question, scope, inclusion and exclusion rules, taxonomy, required fields for each company, source hierarchy, verification standards, and deliverables. Require the analyst to capture ownership clues, headquarters, service area, customer type, business model, approximate size only when sourced, strategic fit, succession signals, and confidence level. Specify how to handle conflicting sources, missing data, inactive companies, and possible duplicates. Request a searchable company table, segment summary, map-ready dataset, source log, and limitations memo. Prohibit invented facts, unsupported revenue estimates, and copying restricted material. Finish with a quality-control checklist verifying provenance, recency, deduplication, bias disclosure, and escalation to qualified specialists for legal, tax, finance, or regulatory questions.
Optional inputs: [market definition] [geography] [company types] [research deadline] [available databases] [required fields]
2. Target Screening, Sourcing, and First Contact
11Define an Acquisition Target Profile
Use when: You need a practical screening brief before searching for acquisition candidates.
Open copy-ready prompt
Act as a corporate development director helping a buyer define an acquisition target profile for a regional commercial-services company. Translate the buyer's strategy into measurable criteria covering revenue, profitability, recurring or repeat sales, customer concentration, geography, ownership structure, management depth, regulatory exposure, and integration complexity. Separate mandatory requirements from preferences, and explain why each criterion matters. Produce a two-part document: first, a one-page target profile suitable for sharing with brokers; second, an internal screening checklist with evidence required for each criterion. Do not invent market facts or imply that an estimate is verified. Identify which items need legal, tax, accounting, or industry-specialist review. Before finalizing, test the profile against three hypothetical candidates and note where the rules produce an ambiguous result.
Optional inputs: [Buyer strategy], [Industry], [Target geography], [Revenue range], [Must-have criteria]
12Rank Targets from a Sourcing Spreadsheet
Use when: You have a preliminary target list and need a transparent order for follow-up.
Open copy-ready prompt
Act as an M&A analyst reviewing a sourcing spreadsheet containing candidate companies and uneven public information. Rank the targets against a documented scoring model using strategic fit, financial quality, recurring revenue, customer concentration, owner transition potential, geographic fit, and apparent deal complexity. Give each factor a score from one to five, assign stated weights totaling one hundred percent, and show the calculation in a readable table. Include a confidence rating for every target so incomplete evidence does not look equivalent to verified information. Provide a short explanation for the top five, a separate list of data gaps, and a recommended research sequence. Do not estimate a valuation or make an investment recommendation. Self-check that every score cites its source column or stated assumption and that no candidate is rewarded merely for having more publicly visible information.
Optional inputs: [Spreadsheet fields], [Buyer priorities], [Scoring weights], [Minimum evidence standard], [Number of targets]
13Find Proprietary Sourcing Paths
Use when: You want to build a repeatable channel strategy for finding businesses before a broad auction.
Open copy-ready prompt
Act as a lower-middle-market sourcing advisor designing a proprietary outreach plan for a buyer seeking founder-owned logistics companies. Compare direct owner outreach, accountant referrals, industry associations, commercial lenders, attorneys, trade events, local business groups, and specialized intermediaries. For each channel, describe access difficulty, likely owner profile, expected information quality, relationship-building requirements, compliance or confidentiality concerns, and a realistic first action. Present the result as a channel matrix followed by a ninety-day activity plan with weekly milestones and tracking fields. Avoid unsupported conversion-rate claims; use qualitative ranges or label estimates clearly. Include a rule for recording referrals and respecting requests not to be contacted. Self-check that the plan does not depend on unauthorized scraping, private data, misleading identities, or promises the buyer cannot honor.
Optional inputs: [Industry], [Geography], [Buyer resources], [Time horizon], [Preferred deal size]
14Research a Target’s Ownership and Succession Signals
Use when: You need to understand who controls a company and whether they might be open to a transition.
Open copy-ready prompt
Act as a business intelligence researcher mapping the ownership structure and succession signals of a privately held manufacturing company. Use public records, corporate registries, news archives, industry publications, and professional networks to identify founders, family members, key executives, board members, and any institutional investors. Look for indicators of transition readiness, such as owner age, recent leadership changes, family involvement, or stated retirement plans. Summarize the findings in a structured dossier covering ownership history, current control, key decision-makers, and potential transition triggers. Do not rely on unverified rumors or make assumptions about personal motivations. State clearly that all findings must be verified with source documents during formal due diligence. Self-check that the dossier distinguishes between confirmed facts and reasonable inferences based on public data.
Optional inputs: [Target company name], [Industry], [Known owners], [Geographic location], [Information sources]
15Draft a Direct Outreach Letter to an Owner
Use when: You want to initiate contact with a business owner directly and professionally.
Open copy-ready prompt
Act as a corporate development executive drafting a direct outreach letter to the founder of a successful regional software company. The goal is to introduce your firm, express genuine interest in their business, and request a brief introductory conversation without applying pressure. Write a concise, three-paragraph letter that highlights specific aspects of their company you admire, explains your firm's investment philosophy and track record with founder-owned businesses, and proposes a low-stakes next step. Maintain a respectful, peer-to-peer tone. Do not make premature valuation offers, demand financial information, or use aggressive sales tactics. Include a clear statement that all conversations will be kept strictly confidential. Self-check that the letter is personalized, professional, and clearly distinguishes your approach from mass-market solicitations.
Optional inputs: [Target company name], [Founder name], [Specific company achievements], [Your firm's background], [Proposed next step]
16Prepare for an Introductory Call with a Seller
Use when: You have scheduled a first conversation with a business owner and need a structured approach.
Open copy-ready prompt
Act as an M&A advisor preparing a buyer for an introductory call with the owner of a target company. Develop a comprehensive call guide that balances relationship-building with preliminary qualification. Include a brief opening script, a list of open-ended questions to understand the owner's history and goals, and specific inquiries about the business model, customer base, and competitive position. Provide guidance on how to answer common seller questions about valuation, deal structure, and post-close integration without making premature commitments. Emphasize the importance of listening and building trust. Do not include requests for sensitive financial data or proprietary information at this stage. Self-check that the guide prioritizes understanding the seller's motivations and establishing rapport over aggressive information gathering.
Optional inputs: [Target company name], [Owner background], [Buyer's strategic goals], [Key qualification criteria], [Anticipated seller concerns]
17Evaluate a Teaser Document from a Broker
Use when: You receive an anonymous summary of a business for sale and need to decide whether to request more information.
Open copy-ready prompt
Act as a private equity associate evaluating a teaser document for a potential acquisition in the healthcare services sector. Analyze the provided information, which typically includes high-level financial metrics, business description, growth opportunities, and investment highlights, without revealing the company's identity. Identify the key strengths, potential risks, and missing information that would be critical for a preliminary decision. Draft a concise review memo that summarizes the opportunity, highlights any red flags or inconsistencies in the teaser, and lists five specific questions to ask the broker before signing a non-disclosure agreement. Do not make an investment recommendation based solely on the teaser. Self-check that the memo objectively assesses the provided information and clearly identifies the gaps that need to be addressed in the next phase.
Optional inputs: [Industry], [Reported revenue], [Reported EBITDA], [Key investment highlights], [Buyer's investment criteria]
18Review a Non-Disclosure Agreement (NDA)
Use when: You need to understand the terms of a confidentiality agreement before receiving detailed information about a target.
Open copy-ready prompt
Act as a corporate development professional reviewing a standard non-disclosure agreement provided by a seller's advisor. Analyze the document to identify the definition of confidential information, the duration of the confidentiality obligations, any non-solicitation clauses regarding employees or customers, and the permitted use of the information. Highlight any unusual or overly restrictive terms that could limit your firm's future business activities or require burdensome compliance measures. Draft a summary of the key terms and potential areas for negotiation. Explicitly state that this review is for business purposes only and that the document must be reviewed by qualified legal counsel before signing. Self-check that the summary accurately reflects the business implications of the NDA without providing formal legal advice.
Optional inputs: [NDA document text], [Seller's advisor], [Buyer's standard terms], [Key areas of concern], [Jurisdiction]
19Analyze a Confidential Information Memorandum (CIM)
Use when: You have signed an NDA and received a detailed prospectus about the target company.
Open copy-ready prompt
Act as an M&A analyst reviewing a Confidential Information Memorandum for a manufacturing company. Systematically analyze the document to extract key information regarding the company's history, management team, product lines, customer concentration, market position, historical financial performance, and projected growth. Identify the primary value drivers and the key risks or challenges presented in the CIM. Draft a comprehensive summary report that synthesizes this information, highlights any discrepancies or areas requiring deeper investigation, and provides a preliminary assessment of strategic fit. Do not accept the CIM's financial projections or valuation expectations as fact; state clearly that all claims must be verified during due diligence. Self-check that the report distinguishes between the seller's representations and your objective analysis.
Optional inputs: [Industry], [Company history], [Financial summary], [Key risks], [Buyer's strategic objectives]
20Prepare a Preliminary Information Request List
Use when: You are moving from initial review to formal due diligence and need to request specific documents.
Open copy-ready prompt
Act as a due diligence coordinator preparing a preliminary information request list for a target company in the technology sector. Develop a structured checklist of documents and data required to validate the target's financial, legal, operational, and technical status. Categorize the requests logically, such as corporate records, financial statements, material contracts, employee information, intellectual property, and IT infrastructure. Prioritize the requests to focus on the most critical items first, minimizing the burden on the seller's management team. Include clear instructions on how the information should be provided and organized in a virtual data room. State that this list is preliminary and that additional requests may follow based on initial findings. Self-check that the request list is comprehensive but tailored to the specific industry and size of the target company.
Optional inputs: [Industry], [Target company size], [Key risk areas], [Due diligence phases], [Data room platform]
3. Initial Underwriting, Valuation, and Deal Economics
21Normalize the Earnings Base
Use when: You have several years of financial statements and need a defensible starting point for acquisition underwriting.
Open copy-ready prompt
Act as a lower-middle-market M&A underwriter reviewing a target company for a preliminary indication of interest. Normalize the last three fiscal years and trailing-twelve-month earnings by separating recurring operating performance from owner compensation, personal expenses, one-time items, unusual revenue, related-party charges, and accounting inconsistencies. Do not treat an adjustment as valid merely because management proposes it; classify each item as verified, partially supported, or unverified and explain the evidence required. Present a reconciliation from reported EBITDA to adjusted EBITDA, a confidence rating, and three questions that could materially change the earnings base. State that source documents must be verified and that qualified finance, tax, and legal advisers should review conclusions.
Optional inputs: [financial statements] [general ledger] [management adjustments] [owner compensation] [industry]
22Build a Scenario-Based Valuation Range
Use when: You need to estimate valuation under uncertainty without presenting an unsupported single number.
Open copy-ready prompt
Act as a transaction adviser preparing an evidence-led valuation range for a privately held acquisition target. Use the supplied operating history, forecast, comparable transactions, customer concentration, recurring-revenue mix, growth rate, margins, and risk factors to construct downside, base, and upside cases. Apply clearly explained valuation methods appropriate to the business, such as an EBITDA multiple, revenue multiple, or discounted cash flow, but do not invent market data or assert that any company has a specific value without adequate evidence. Show assumptions in a compact table, calculate sensitivities for multiple and earnings changes, and identify which diligence findings would move the range most. End with a list of evidence still needed and a reminder that specialists must validate the analysis.
Optional inputs: [historical KPIs] [forecast] [comparable transactions] [net debt] [customer concentration] [market data]
23Analyze Quality of Revenue
Use when: Reported sales look attractive, but you need to determine how durable and transferable the revenue actually is.
Open copy-ready prompt
Act as a buy-side diligence analyst assessing the quality and durability of a target’s revenue. Reconcile reported revenue to contracts, invoices, collections, deferred revenue, refunds, credits, churn, renewals, and customer-level concentration. Distinguish recurring, repeat, project-based, pass-through, related-party, and potentially non-transferable revenue. Identify timing effects, channel dependence, unusual quarter-end activity, and revenue that may not survive a change in ownership. Produce a customer and revenue-quality matrix, a concise findings memo, and a ranked request list for missing evidence. Use cautious language where data is incomplete, never fill gaps with assumptions, and include a self-check confirming that every material conclusion is traceable to a source document or explicitly labeled as unresolved.
Optional inputs: [customer ledger] [contracts] [invoices] [collections report] [churn data] [deferred revenue schedule]
24Model Working Capital and the Closing Peg
Use when: The purchase agreement will likely depend on a normalized working-capital target or closing adjustment.
Open copy-ready prompt
Act as an M&A financial analyst designing a normalized working-capital analysis for a proposed acquisition. Review monthly accounts receivable, inventory, accounts payable, accrued expenses, deferred revenue, seasonality, collection patterns, supplier terms, and any items treated inconsistently between historical accounts and the forecast. Recommend a practical closing peg methodology based on representative periods, not a mechanically favorable average. Show the calculation by month, flag unusual balances and potential leakage, and explain how the result could affect the purchase-price adjustment. Deliver an assumptions table, a proposed peg range, and targeted diligence questions. Do not provide legal drafting; state that the final definition and dispute process require qualified legal and accounting review and that source records must be verified.
Optional inputs: [monthly balance sheets] [seasonality] [aging reports] [inventory reports] [purchase agreement draft] [proposed peg period]
25Evaluate Debt Capacity and Financing Feasibility
Use when: You are comparing financing structures and need to understand repayment capacity under realistic operating stress.
Open copy-ready prompt
Act as a senior acquisition-finance analyst evaluating whether a target can support proposed debt without relying on optimistic projections. Build a sources-and-uses overview and model debt service under base, downside, and severe-but-plausible cases using verified cash flow, interest assumptions, amortization, taxes, capital expenditures, working-capital needs, and minimum liquidity. Calculate leverage, interest coverage, debt-service coverage, and covenant headroom, identifying the assumptions that drive each result. Separate lender-style analysis from an equity buyer’s broader risk assessment. Present the output as a concise credit memo with a sensitivity table and financing questions. Do not recommend a personalized investment or financing decision; require lender, tax, accounting, and legal professionals to validate terms and source data.
Optional inputs: [purchase price] [debt terms] [cash flow] [capex] [taxes] [working-capital needs] [minimum cash]
26Compare Purchase-Price Structures
Use when: A headline price alone obscures how cash, rollover equity, earn-outs, seller notes, or working-capital adjustments change economics.
Open copy-ready prompt
Act as a corporate-development analyst comparing alternative purchase-price structures for a privately held acquisition. Evaluate all-cash, seller-note, rollover-equity, earn-out, and contingent-consideration scenarios using the same operating case and clearly stated timing assumptions. Show cash at close, deferred consideration, financing burden, dilution or rollover exposure, expected value under performance outcomes, and principal execution risks. Treat earn-outs as uncertain rather than guaranteed and identify where accounting, tax, or legal treatment could alter the comparison. Present a side-by-side term matrix followed by a buyer and seller perspective on trade-offs, without advocating a transaction for a particular person. Self-check that each scenario reconciles to total consideration and that every assumption is labeled as sourced, illustrative, or unresolved.
Optional inputs: [headline price] [cash at close] [seller note] [rollover percentage] [earn-out metrics] [interest rate]
27Stress-Test the Operating Forecast
Use when: Management’s forecast is central to valuation, but you need to test whether the deal works if growth or margins disappoint.
Open copy-ready prompt
Act as a skeptical investment-committee associate reviewing management’s five-year forecast for an acquisition target. Rebuild the model from operational drivers such as customer additions, retention, pricing, utilization, headcount, gross margin, sales productivity, and capital intensity rather than accepting top-line percentages without support. Create downside cases for slower growth, lower conversion, higher churn, margin compression, delayed hiring, and working-capital pressure. Quantify effects on EBITDA, cash generation, leverage, and implied valuation, then distinguish reversible issues from thesis-breaking risks. Deliver a forecast integrity scorecard, a sensitivity chart in text-table form, and specific evidence requests. Do not fabricate benchmarks or make an investment recommendation; note that finance and operating specialists should validate the model against source data.
Optional inputs: [management forecast] [operating KPIs] [pipeline] [retention] [headcount plan] [capital-expenditure plan]
28Assess Customer Concentration Risk
Use when: One or a few customers contribute a material share of revenue, margin, or strategic credibility.
Open copy-ready prompt
Act as a buy-side diligence professional assessing customer concentration and transferability risk in a proposed acquisition. Analyze revenue, gross profit, collections, contract duration, renewal dates, termination rights, pricing concessions, relationship ownership, and historical churn for the largest customers. Quantify the effect of losing or repricing each material account under a simple sensitivity analysis, while separating contractual facts from management expectations. Consider whether a customer’s dependence on the founder, a key employee, or a change-of-control consent creates additional risk. Return a ranked concentration-risk table, an underwriting adjustment discussion, and focused diligence questions for customer references and contracts. Do not infer customer intent without evidence, and state that legal counsel should review consent and assignment provisions before conclusions are used in a transaction.
Optional inputs: [customer revenue] [gross profit by account] [contracts] [renewal calendar] [termination rights] [reference-call notes]
29Calculate Returns Under Explicit Assumptions
Use when: You need to understand potential equity outcomes while keeping assumptions, uncertainty, and downside visible.
Open copy-ready prompt
Act as a private-equity modeling associate preparing an illustrative returns analysis for an acquisition opportunity. Using only supplied or clearly labeled illustrative assumptions, calculate entry enterprise value, sources and uses, debt paydown, interim distributions, exit enterprise value, transaction fees, taxes where applicable, and sponsor or buyer equity proceeds. Show base, downside, and upside cases with holding period, exit multiple, EBITDA growth, leverage, and dilution assumptions stated separately. Report money-on-money multiple and IRR, explain which variables matter most, and include a break-even exit analysis. Present the work as an investment-committee exhibit, not a personalized investment recommendation. Perform a reconciliation check from entry sources through exit proceeds and remind readers that qualified finance, tax, and legal advisers must verify the model.
Optional inputs: [entry EV] [equity contribution] [debt schedule] [exit year] [exit multiple] [fees] [tax assumptions]
30Prepare an Initial Underwriting Memo
Use when: Decision-makers need a disciplined go/no-go discussion before spending further diligence resources.
Open copy-ready prompt
Act as the lead analyst preparing a preliminary underwriting memo for an acquisition committee. Synthesize the target’s business model, normalized earnings, revenue quality, market position, customer and supplier concentration, valuation range, financing capacity, proposed structure, key synergies, downside cases, and unresolved diligence gaps. Separate verified facts, management representations, analyst calculations, and open hypotheses. Organize the memo into executive conclusion, transaction overview, financial analysis, valuation, risks, mitigants, diligence plan, and decision gates. Use a balanced tone and avoid stating that the company is worth a particular amount unless the evidence supports a range. Include a final red-team section listing the three assumptions most likely to be wrong and the document or test that would challenge each. Require specialist review before reliance on the memo.
Optional inputs: [CIM] [financial statements] [quality-of-earnings work] [valuation cases] [debt proposal] [diligence tracker] [committee criteria]
4. Letters of Intent, Deal Structure, and Negotiation Preparation
31LOI Term-Sheet Architect
Use when: You need to turn verified preliminary deal terms into a clear, nonbinding letter of intent for specialist review.
Open copy-ready prompt
Act as an experienced lower-middle-market M&A advisor assisting a buyer after reviewing the source documents listed below. Draft a nonbinding letter of intent for acquiring the identified business. Address transaction perimeter, purchase-price framework without asserting unsupported valuation, consideration mix, working-capital or cash-free/debt-free assumptions, escrow, seller note, diligence access, exclusivity, confidentiality, conditions, closing mechanics, and which provisions are intended to bind. Use neutral language, flag every term that depends on missing evidence, and distinguish commercial assumptions from legal drafting. Present the result as a polished LOI outline followed by an “Open Issues for Counsel” table. Self-check that no promise is treated as binding unless expressly labeled and that each material figure traces to a source document.
Optional inputs: [buyer identity and authority], [target and assets included], [source documents], [indicative price], [financing assumptions], [desired exclusivity period]
32Deal-Structure Comparison Matrix
Use when: You are comparing an asset purchase, equity purchase, and merger structure before choosing a negotiation position.
Open copy-ready prompt
Act as a transaction-structure specialist preparing an evidence-based comparison for a prospective acquisition team. Using only the supplied facts and clearly labeled general principles, compare an asset purchase, equity purchase, and statutory merger for this target. Evaluate treatment of liabilities, contracts, licenses, employees, tax considerations, financing, transition complexity, third-party consents, representations, indemnities, and post-closing integration. Do not provide personalized legal or tax advice; identify questions that qualified counsel and tax advisors must answer. Deliver a decision matrix with “known,” “assumption,” and “requires confirmation” labels, then provide two defensible structures and the facts that would change the ranking. Self-check that no structure is recommended solely on tax grounds and that every conclusion is tied to an identified fact or explicit assumption.
Optional inputs: [target legal form], [asset and liability schedule], [key contracts], [licenses], [employee considerations], [jurisdiction], [tax constraints]
33Seller-Financing Scenario Planner
Use when: A seller note may bridge a financing gap or align the seller with post-closing performance.
Open copy-ready prompt
Act as a corporate-finance advisor modeling seller-financing alternatives for a small-business acquisition. Build three illustrative structures using the provided purchase-price and cash-flow information: a fully amortizing note, an interest-only period followed by amortization, and a note with a contingent earn-out component. State all assumptions, including rate, term, payment frequency, subordination, security, default treatment, and any performance metric. Show annual debt service, estimated outstanding balance, and downside implications under base, weaker, and stronger operating cases. Keep the analysis educational rather than a personalized investment recommendation, and tell the user to have counsel document enforceability and tax treatment. Present assumptions, a comparison table, and negotiation questions. Self-check that contingent consideration is not double-counted and that projections are not presented as facts.
Optional inputs: [purchase price], [buyer cash], [cash-flow history], [financing gap], [proposed rate], [term], [earn-out metric]
34Working-Capital Target Negotiation Brief
Use when: Buyer and seller disagree about the normalized working-capital peg and closing adjustment mechanism.
Open copy-ready prompt
Act as a buy-side diligence lead preparing a negotiation brief on normalized working capital. Review the supplied balance sheets, monthly schedules, seasonality data, and definitions in any draft purchase agreement. Separate operating working capital from cash, debt-like items, owner-specific balances, unusual accruals, and one-time or post-signing items. Calculate a transparent historical reference range only where the data supports it, explain normalization choices, and identify disputed line items. Recommend a process for setting the peg, preparing the closing statement, resolving disputes, and preserving access to records. Do not state a definitive legal position; flag accounting and agreement language for qualified financial and legal review. Deliver an executive position, supporting schedule, seller objections with responses, and unresolved questions. Self-check that every adjustment is reproducible from source data.
Optional inputs: [monthly balance sheets], [working-capital definition], [seasonality], [draft agreement], [proposed peg], [disputed accounts]
35Representations-and-Warranties Issue Map
Use when: You need to prepare negotiation priorities for representations, warranties, disclosure schedules, and indemnification.
Open copy-ready prompt
Act as an M&A counsel’s diligence-support analyst, not a lawyer giving legal advice. Convert the supplied diligence findings into a negotiation issue map covering corporate authority, financial statements, taxes, litigation, compliance, employment, intellectual property, data privacy, customers, suppliers, real estate, environmental matters, and undisclosed liabilities. For each topic, summarize the verified fact, cite the source document or page, assess whether the issue calls for a representation, disclosure, covenant, indemnity, escrow, or price adjustment, and assign priority based on plausible exposure and evidence quality. Use cautious language and mark all proposed drafting concepts for qualified counsel. Output a sortable table plus a short list of buyer “must-have,” “tradeable,” and “walk-away” topics. Self-check that no allegation is converted into a fact and that missing schedules are explicitly identified.
Optional inputs: [diligence report], [document index], [draft purchase agreement], [known red flags], [risk tolerance], [jurisdiction]
36Exclusivity and Process Negotiation Plan
Use when: You are preparing to negotiate exclusivity, diligence access, timing, and seller conduct during the transaction process.
Open copy-ready prompt
Act as a buyer-side deal-process strategist designing a practical negotiation plan for a live acquisition. Based on the supplied timeline and counterpart concerns, propose terms for exclusivity duration, permitted seller contacts, diligence access, management meetings, data-room updates, financing cooperation, signing and closing milestones, extension mechanics, and consequences of process slippage. Distinguish business objectives from provisions requiring legal drafting, and avoid implying that exclusivity guarantees a closing. Present a one-page negotiation brief, a sequencing plan for the conversation, likely seller objections with ethical responses, and fallback positions ranked by importance. Include a communication protocol that protects confidential information and avoids contact with employees or customers without authorization. Self-check that each requested process term has an operational owner and a measurable deadline.
Optional inputs: [transaction stage], [target timeline], [seller priorities], [diligence status], [financing timetable], [confidentiality limits]
37Earn-Out Design and Dispute Controls
Use when: Part of the consideration may depend on future revenue, EBITDA, customers, or another post-closing result.
Open copy-ready prompt
Act as an M&A integration and finance specialist designing an earn-out framework that is measurable and resistant to avoidable disputes. Use the supplied historical results, proposed metric, operating plan, and seller role to draft an analytical term sheet covering metric definitions, accounting policies, baseline, targets, measurement periods, permitted business changes, information rights, interim reporting, seller conduct, buyer operating discretion, payment timing, audit rights, and dispute resolution. Show how ambiguous choices could alter outcomes, but do not predict performance or recommend a valuation without evidence. State that qualified legal, tax, and accounting advisors must review the final arrangement. Deliver a metric dictionary, worked illustrative examples, and a risk register. Self-check that the metric cannot be changed retroactively and that ordinary integration decisions are addressed without improperly guaranteeing seller results.
Optional inputs: [historical financials], [earn-out metric], [target levels], [measurement periods], [seller responsibilities], [accounting policies]
38Negotiation Concession Ladder
Use when: You need a disciplined way to exchange deal concessions without losing sight of risk and value.
Open copy-ready prompt
Act as a seasoned acquisition negotiator coaching a buyer before a term-sheet meeting. From the verified facts and stated objectives below, create a concession ladder covering price, payment timing, seller note terms, escrow, indemnity caps and baskets, working-capital methodology, exclusivity, transition services, noncompetition terms where lawful, and closing conditions. Rank each item by buyer value, seller value, implementation cost, and evidence-supported risk; define an opening position, target, and fallback without fabricating market norms. Include “only trade for” conditions so concessions are reciprocal rather than unilateral. Provide a meeting agenda, concise language for presenting each trade, and a stop-and-escalate list for counsel or advisors. Self-check that no concession assumes enforceability, tax treatment, or regulatory approval that has not been verified.
Optional inputs: [buyer objectives], [seller objectives], [verified risks], [current terms], [approval limits], [walk-away conditions]
39Financing-Condition and Closing-Risk Review
Use when: The proposed structure depends on acquisition financing, lender approval, or conditions that could delay closing.
Open copy-ready prompt
Act as an acquisition-finance coordinator reviewing the proposed deal structure against the lender materials and transaction timeline provided. Identify each financing condition, required deliverable, approval dependency, covenant concern, collateral issue, and potential mismatch between the LOI and likely definitive documents. Map dependencies among lender underwriting, diligence, third-party consents, insurance, financial statements, and closing funds. Do not promise financing availability or advise the user to commit capital; flag decisions for qualified finance, legal, and tax professionals. Output a critical-path table, risk-ranked issues, owner and due-date assignments, and negotiation language for preserving reasonable financing and diligence conditions. Self-check that dates are labeled as proposed, every dependency has an evidence source, and no missing lender requirement is silently assumed away.
Optional inputs: [term sheet], [lender checklist], [target financials], [consent list], [proposed signing date], [closing date]
40Final Negotiation Readiness Pack
Use when: You need an integrated, evidence-based briefing before seeking approval to sign an LOI or advance to definitive documentation.
Open copy-ready prompt
Act as the lead advisor assembling a negotiation-readiness pack for an acquisition committee. Synthesize the supplied diligence summary, draft LOI, financial analysis, financing update, and stakeholder notes into a concise briefing. Include the proposed deal thesis without unsupported valuation claims, key assumptions, verified facts versus open questions, principal risks, decision rights, negotiation objectives, fallback positions, approval gates, and a prioritized list of documents still required. Make clear that source documents must be independently verified and that qualified legal, tax, finance, employment, and other specialists should review matters within their expertise. Use a two-page executive brief followed by a decision log and pre-signing checklist. Self-check for internal consistency across price, structure, timing, and conditions, and mark every conclusion that depends on an unverified assumption.
Optional inputs: [diligence materials], [draft LOI], [financial model], [financing status], [committee criteria], [advisor comments]
5. Commercial, Financial, and Operational Due Diligence
41Revenue Quality and Customer Concentration Analysis
Use when: you need to assess the sustainability and risk profile of a target company's revenue base before acquisition.
Open copy-ready prompt
You are a commercial due diligence specialist evaluating an acquisition target. Your task is to analyze the quality, concentration, and sustainability of the company's revenue streams by examining customer contracts, payment histories, and retention metrics. Verify all findings against source documents including customer lists, revenue ledgers, and contract files. Focus on identifying the top ten customers by revenue, calculating their percentage of total sales, assessing contract renewal rates, and flagging any month-to-month or at-risk relationships. Produce a structured revenue quality memo that includes a customer concentration table, churn analysis, and a risk-weighted revenue forecast for the next twelve months. Cross-check your calculations and ensure all percentages sum correctly. Note that this analysis supports decision-making but does not replace consultation with qualified financial advisors or legal counsel regarding the transaction.
Optional inputs: [Company name], [Customer list file], [Revenue ledger], [Contract terms], [Analysis period]
42Working Capital and Cash Conversion Cycle Review
Use when: you are evaluating the operational efficiency and liquidity requirements of a business acquisition target.
Open copy-ready prompt
You are a financial due diligence analyst preparing a working capital assessment. Your assignment is to calculate the target company's working capital position, cash conversion cycle, and normalized working capital requirement using the most recent twelve months of financial data. Verify all figures against audited or management-prepared financials, accounts receivable aging reports, inventory records, and accounts payable schedules. Compute days sales outstanding, days inventory outstanding, and days payable outstanding, then determine the net cash conversion cycle. Identify any seasonal patterns, one-time adjustments, or non-operating items that distort the baseline. Deliver a working capital analysis report with a summary table, trend charts for each component, and a recommended working capital peg for the purchase agreement. Reconcile all line items to source documents and flag any discrepancies. Remember that users must verify all findings with qualified accountants and transaction advisors before finalizing deal terms.
Optional inputs: [Target company name], [Financial statements], [AR aging report], [Inventory records], [AP schedule], [Analysis period]
43EBITDA Normalization and Quality of Earnings
Use when: you need to adjust reported earnings to reflect the true economic performance of an acquisition target.
Open copy-ready prompt
You are a quality of earnings consultant engaged to normalize the target's EBITDA. Your objective is to identify and quantify all non-recurring, non-operating, and owner-specific expenses that should be added back, as well as any understated costs or deferred expenses that should be deducted. Review the profit and loss statements, general ledger detail, and supporting invoices for the trailing twelve months. Common adjustments include owner compensation above market rates, personal expenses, one-time legal fees, and deferred maintenance. Produce a detailed quality of earnings schedule with line-by-line adjustments, supporting documentation references, and a bridge from reported EBITDA to normalized EBITDA. Include a confidence rating for each adjustment and a summary narrative explaining your methodology. Cross-check all figures and ensure the adjusted EBITDA reconciles to the underlying financials. This analysis informs valuation but does not constitute investment advice; users must consult qualified financial and tax professionals before proceeding.
Optional inputs: [Company name], [P&L statements], [General ledger], [Owner expenses list], [Trailing period]
44Vendor and Supplier Dependency Assessment
Use when: you need to evaluate supply chain risks and vendor concentration in a potential acquisition.
Open copy-ready prompt
You are an operational due diligence advisor analyzing vendor relationships for an acquisition target. Your task is to identify all critical suppliers, assess the company's dependency on each, and evaluate the risk of supply disruption or price increases post-transaction. Examine vendor contracts, purchase order histories, payment terms, and any exclusivity or minimum purchase agreements. Calculate the percentage of total cost of goods sold attributable to the top five vendors and determine whether alternative suppliers exist. Produce a vendor dependency matrix that ranks each supplier by criticality, contract status, relationship strength, and replaceability. Include a risk mitigation plan for high-dependency vendors and note any upcoming contract renewals or price renegotiations. Verify all data against source documents and flag any verbal agreements or undocumented arrangements. Users must confirm findings with legal and procurement specialists and conduct independent supplier due diligence before closing.
Optional inputs: [Target company], [Vendor contracts], [Purchase history], [COGS breakdown], [Industry sector]
45Employee Roster and Compensation Benchmarking
Use when: you are reviewing the target company's workforce structure and compensation practices as part of acquisition due diligence.
Open copy-ready prompt
You are a human capital due diligence consultant evaluating the target's employee base. Your assignment is to analyze the current employee roster, compensation structure, benefits packages, and turnover rates to identify retention risks and post-acquisition integration costs. Review organizational charts, payroll records, employment agreements, and benefits summaries for all employees. Compare total compensation by role against industry benchmarks for the target's geography and sector. Identify key personnel whose departure would materially impact operations, and note any change-of-control provisions, retention bonuses, or unvested equity. Deliver an employee analysis report with a headcount summary table, compensation benchmarking charts, a key person risk assessment, and estimated integration costs including any required adjustments to bring compensation in line with market rates. Ensure all data is anonymized appropriately and verify figures against source documents. This analysis must be reviewed by qualified HR and legal professionals, and users should not make employment decisions based solely on this report.
Optional inputs: [Company name], [Employee roster], [Payroll records], [Benefits summary], [Industry], [Geography]
46Customer Contract Terms and Revenue Recognition Review
Use when: you need to validate the enforceability and accounting treatment of customer contracts in an acquisition target.
Open copy-ready prompt
You are a commercial and accounting due diligence specialist reviewing customer contracts. Your task is to examine a representative sample of the target's top customer agreements to verify contract terms, revenue recognition policies, and compliance with accounting standards. Pull contracts representing at least seventy-five percent of annual revenue and check for payment terms, termination clauses, auto-renewal provisions, performance obligations, and any contingent liabilities. Assess whether the company's revenue recognition practices align with GAAP or IFRS requirements and identify any aggressive or non-standard treatments. Produce a contract terms summary table showing key provisions by customer, a revenue recognition compliance memo, and a list of any contracts requiring amendment or renegotiation post-close. Cross-reference all findings to the underlying signed agreements and note any missing or incomplete documentation. Users must have all findings reviewed by qualified accountants and legal counsel before finalizing the transaction.
Optional inputs: [Target company], [Customer contracts folder], [Revenue recognition policy], [Accounting standard], [Sample size]
47Capital Expenditure and Deferred Maintenance Analysis
Use when: you are assessing the condition of physical assets and future capital requirements for an acquisition target.
Open copy-ready prompt
You are an operational due diligence analyst evaluating capital expenditures and asset condition. Your objective is to review the target's historical capital spending, identify any deferred maintenance or upcoming replacement needs, and estimate the normalized annual capital expenditure required to sustain operations. Examine fixed asset registers, maintenance logs, recent inspection reports, and capital budgets for the past three years. Conduct site visits if possible and interview facility managers to identify equipment nearing end-of-life or requiring significant repair. Produce a capital expenditure analysis report with a historical spending table, a deferred maintenance schedule with cost estimates, and a forward-looking annual capex budget. Include photos or inspection summaries for major assets and flag any safety or regulatory compliance issues. Reconcile all figures to source documents and note any discrepancies. This analysis informs purchase price adjustments and integration planning but must be validated by qualified engineers, appraisers, and financial advisors before closing.
Optional inputs: [Company name], [Fixed asset register], [Maintenance logs], [Inspection reports], [Facility locations]
48Legal and Regulatory Compliance Audit
Use when: you need to identify legal, regulatory, and compliance risks in a business acquisition target.
Open copy-ready prompt
You are a legal due diligence consultant conducting a compliance audit. Your task is to review the target company's adherence to applicable laws, regulations, licenses, permits, and industry standards, and to identify any outstanding litigation, regulatory actions, or compliance gaps. Examine corporate records, business licenses, environmental permits, employment records, intellectual property registrations, and any correspondence with regulatory agencies. Check for pending or threatened lawsuits, government investigations, or unresolved disputes. Produce a legal and compliance risk report organized by category—corporate, employment, environmental, intellectual property, and regulatory—with a summary table of findings, risk ratings, estimated remediation costs, and recommended pre-close conditions or post-close actions. Verify all information against source documents and note any missing or expired licenses. This report supports transaction planning but does not constitute legal advice; users must engage qualified legal counsel to review all findings and advise on transaction structure and risk mitigation.
Optional inputs: [Target company], [Corporate records], [Licenses and permits], [Litigation summary], [Industry], [Jurisdiction]
49Technology Stack and IT Infrastructure Assessment
Use when: you are evaluating the technology systems and IT capabilities of an acquisition target.
Open copy-ready prompt
You are an IT due diligence specialist assessing the target's technology environment. Your assignment is to inventory all software applications, hardware assets, IT infrastructure, and technology vendors, then evaluate the scalability, security, and integration readiness of the current stack. Review software licenses, hosting agreements, IT service contracts, network diagrams, and cybersecurity policies. Identify any end-of-life systems, unsupported software, or technical debt that will require investment post-acquisition. Assess data security practices, backup and disaster recovery plans, and compliance with relevant standards such as SOC 2, ISO 27001, or GDPR. Deliver a technology assessment report with an inventory table, a risk and obsolescence matrix, estimated upgrade or replacement costs, and a prioritized IT integration roadmap. Include screenshots or architecture diagrams where helpful and verify all license counts and contract terms against source documents. Users must have this analysis reviewed by qualified IT and cybersecurity professionals and should conduct independent security assessments before closing.
Optional inputs: [Company name], [Software inventory], [IT contracts], [Network diagram], [Security policies], [Compliance requirements]
50Integration Planning and Synergy Validation
Use when: you need to develop a post-acquisition integration plan and validate projected cost synergies or revenue opportunities.
Open copy-ready prompt
You are a post-merger integration consultant preparing an integration roadmap. Your task is to outline the key workstreams, timelines, and resource requirements for integrating the target company, and to validate the feasibility of any cost synergies or revenue synergies projected in the investment thesis. Review the acquisition rationale, organizational structures, operational processes, technology systems, and vendor contracts for both the acquirer and target. Identify overlapping functions, redundant systems, and consolidation opportunities, then estimate achievable savings with supporting assumptions. Develop a detailed integration plan organized by functional area—finance, operations, sales, IT, HR—with milestones, owners, dependencies, and success metrics. Include a synergy validation table showing projected savings by category, confidence levels, implementation costs, and net benefit. Cross-check all assumptions against due diligence findings and note any execution risks or dependencies. This plan supports transaction approval and post-close execution but must be reviewed by qualified integration specialists, and users should adjust projections based on actual post-close conditions.
Optional inputs: [Acquirer name], [Target name], [Investment thesis], [Org charts], [Synergy projections], [Integration timeline]
6. Customer, Market, and Management Diligence
51Customer Concentration Risk Assessment
Use when: you need to evaluate revenue dependency on a small number of customers and assess the stability of the acquisition target's customer base.
Open copy-ready prompt
You are a business acquisition analyst conducting customer concentration risk analysis for a potential acquisition. You have received a customer revenue breakdown showing the top 20 customers by revenue contribution over the past three fiscal years. Your task is to calculate concentration ratios (top 5, top 10, and top 20 customers as a percentage of total revenue), identify any customers representing more than 10% of annual revenue, assess year-over-year retention of major accounts, and flag any recent losses of significant customers. Present your findings in a risk matrix that categorizes concentration risk as low, moderate, high, or critical based on industry benchmarks. Include specific recommendations for customer diversification strategies and contract renegotiation priorities. Before finalizing, verify that your concentration calculations account for any parent-subsidiary relationships among listed customers and that your risk assessment considers typical concentration levels for the target's industry sector.
Optional inputs: [Customer revenue data], [Industry sector], [Fiscal years analyzed], [Contract terms]
52Market Position and Competitive Landscape Analysis
Use when: you are evaluating the target company's competitive standing, market share, and differentiation within its industry.
Open copy-ready prompt
You are a market research consultant supporting an acquisition due diligence team. You have been provided with the target company's market positioning materials, competitor intelligence, and industry reports. Your assignment is to map the competitive landscape by identifying direct and indirect competitors, estimate the target's market share within its primary segments, analyze competitive advantages and vulnerabilities, and assess barriers to entry that protect or threaten the target's position. Deliver a competitive positioning report that includes a visual competitive matrix, SWOT analysis specific to market dynamics, and a narrative assessment of the target's defensibility against competitive pressure. Your report must distinguish between the target's self-reported market position and your independent verification through third-party sources. Confirm that your market share estimates are supported by credible industry data and that you have disclosed any gaps in available competitive intelligence.
Optional inputs: [Target company materials], [Industry reports], [Competitor list], [Market segment definitions]
53Customer Satisfaction and Retention Analysis
Use when: you need to assess the quality of customer relationships and predict future revenue stability based on satisfaction metrics.
Open copy-ready prompt
You are a customer experience analyst engaged in acquisition due diligence. You have access to customer satisfaction surveys, Net Promoter Score (NPS) data, churn rates, customer support ticket histories, and renewal rates for the past 24 months. Your objective is to analyze trends in customer satisfaction, calculate cohort-based retention rates, identify common complaint themes and resolution effectiveness, and correlate satisfaction metrics with revenue retention. Produce a customer health scorecard that segments customers by satisfaction level, tenure, and revenue contribution, and highlights any red flags such as declining NPS, rising churn among high-value accounts, or unresolved systemic issues. Your analysis must separate voluntary churn from involuntary churn and account for seasonal patterns. Double-check that your retention calculations exclude one-time purchasers where ongoing relationships are not expected and that your findings are based on actual data rather than management assertions.
Optional inputs: [NPS data], [Churn rates], [Survey results], [Support ticket data], [Analysis period]
54Management Team Capability and Succession Planning Review
Use when: you are assessing the strength, stability, and depth of the target company's leadership team as part of acquisition diligence.
Open copy-ready prompt
You are an organizational development consultant conducting management assessment for an acquisition. You have been given organizational charts, executive biographies, compensation structures, employment agreements, and recent performance reviews for the senior leadership team. Your task is to evaluate each key executive's qualifications, tenure, performance track record, and retention risk post-acquisition. Assess the depth of the management bench by identifying critical roles with and without clear successors, and review any existing succession plans for completeness and realism. Deliver a management capability report that includes individual executive profiles, an organizational depth analysis, identified single points of failure, and recommendations for retention incentives or leadership transitions. You must verify executive credentials and employment history through independent sources where possible and consult qualified legal counsel regarding the enforceability of non-compete and retention agreements. Ensure your assessment distinguishes between documented capabilities and unverified claims.
Optional inputs: [Organizational charts], [Executive bios], [Employment agreements], [Performance reviews], [Succession plans]
55Sales Pipeline and Revenue Predictability Evaluation
Use when: you need to validate the target's forward revenue projections by examining the quality and conversion rates of its sales pipeline.
Open copy-ready prompt
You are a sales operations analyst supporting acquisition due diligence. You have received CRM exports showing the current sales pipeline, including opportunity stages, deal sizes, probability weightings, expected close dates, and historical win rates by stage and sales representative. Your assignment is to assess pipeline quality by analyzing stage progression velocity, comparing weighted pipeline to historical conversion rates, identifying stalled or aging opportunities, and validating the realism of probability assignments. Create a pipeline health report that forecasts near-term revenue based on your independent probability assessment, highlights any discrepancies between management projections and pipeline support, and identifies risks to revenue achievement. Your analysis should segment pipeline by product line, customer segment, and sales channel. Before finalizing, confirm that your conversion rate assumptions are based on at least 12 months of historical data and that you have adjusted for any known changes in sales strategy or market conditions.
Optional inputs: [CRM pipeline data], [Historical win rates], [Sales team structure], [Product lines], [Forecast period]
56Customer Contract Terms and Revenue Quality Analysis
Use when: you are reviewing the legal and financial terms of customer agreements to assess revenue stability and identify unfavorable obligations.
Open copy-ready prompt
You are a commercial contracts analyst conducting due diligence on customer agreements for a potential acquisition. You have been provided with a representative sample of customer contracts covering at least 70% of annual recurring revenue. Your task is to extract and analyze key terms including contract duration, renewal provisions, pricing escalation clauses, termination rights, service level commitments, penalty provisions, and any unusual customer-favorable terms. Produce a contract terms summary matrix that categorizes contracts by risk level, identifies contracts with below-market pricing or unfavorable termination rights, calculates weighted average contract duration, and flags any contracts requiring consent for change of control. Your analysis must quantify revenue at risk from contracts with near-term expirations or broad termination rights. You must verify your findings against actual contract language rather than relying on summaries, and you must consult qualified legal counsel to interpret any ambiguous or complex provisions before finalizing your risk assessment.
Optional inputs: [Customer contracts], [Revenue data], [Contract sample criteria], [Industry benchmarks]
57Market Trends and Growth Opportunity Assessment
Use when: you need to validate the target's growth projections by analyzing broader market trends and expansion opportunities.
Open copy-ready prompt
You are an industry analyst conducting market opportunity assessment for an acquisition target. You have access to industry research reports, market size estimates, growth forecasts, regulatory trend analyses, and the target's strategic growth plans. Your objective is to evaluate the realism of the target's projected growth by assessing overall market growth rates, the target's ability to gain share, adjacency expansion opportunities, and potential headwinds from regulatory, technological, or competitive changes. Deliver a market opportunity report that includes total addressable market (TAM) sizing for current and planned offerings, a bottoms-up growth scenario analysis, identification of growth enablers and inhibitors, and a comparison of the target's growth assumptions to industry benchmarks. Your analysis must distinguish between organic growth potential and growth requiring significant additional investment. Verify that your market size estimates are derived from credible third-party sources and that you have disclosed the range of uncertainty in your projections rather than presenting single-point estimates as fact.
Optional inputs: [Industry reports], [Target growth plans], [Market segments], [Regulatory environment], [Projection period]
58Key Customer Relationship and Dependency Mapping
Use when: you need to understand the depth and stability of relationships with the target's most important customers through direct engagement or reference checks.
Open copy-ready prompt
You are a business development consultant facilitating customer reference interviews as part of acquisition due diligence. You have identified the target's top 15 customers by revenue and have been authorized to conduct confidential reference discussions with a subset of these accounts. Your task is to prepare a structured interview guide covering customer satisfaction, relationship strength, purchasing decision factors, awareness of alternatives, likelihood of continued partnership post-acquisition, and any unmet needs or concerns. Following the interviews, synthesize your findings into a customer relationship report that assesses the strength and transferability of key relationships, identifies any personal dependencies on target company personnel, and evaluates the risk of customer attrition following ownership change. Your report must protect customer confidentiality and present findings in aggregate where individual attribution would breach trust. Before conducting interviews, confirm that appropriate non-disclosure agreements are in place and that you have obtained proper authorization from both the target company and the prospective customers.
Optional inputs: [Top customer list], [Interview authorization], [NDA status], [Relationship history], [Interview guide template]
59Pricing Strategy and Margin Sustainability Review
Use when: you are analyzing whether the target's current pricing is sustainable and competitive, or whether margin pressure is likely post-acquisition.
Open copy-ready prompt
You are a pricing strategy consultant engaged in acquisition due diligence. You have received the target's pricing policies, discount matrices, historical pricing trends, competitor pricing intelligence, and gross margin data by product line and customer segment. Your assignment is to assess whether current pricing is at, above, or below market rates, analyze discount patterns for consistency and rationale, identify any unprofitable customer relationships or product lines, and evaluate the sustainability of gross margins under various competitive scenarios. Produce a pricing analysis report that includes competitive price positioning by product category, discount utilization and effectiveness metrics, margin bridge analysis showing key drivers of margin change over time, and recommendations for pricing optimization opportunities or risks. Your analysis must account for differences in product mix, customer size, and contract terms when comparing pricing across segments. Verify that your competitive pricing comparisons are based on like-for-like product specifications and that you have consulted qualified finance professionals to validate your margin calculations and assumptions.
Optional inputs: [Pricing policies], [Competitor pricing data], [Margin analysis], [Product categories], [Customer segments]
60Management Interviews and Cultural Fit Assessment
Use when: you need to evaluate the target's leadership team through direct interaction and assess cultural compatibility with the acquiring organization.
Open copy-ready prompt
You are an executive assessment consultant conducting management interviews for an acquisition. You have scheduled structured interviews with the CEO, CFO, and other key executives of the target company. Your task is to assess each leader's strategic thinking, operational capabilities, communication style, alignment with the acquisition thesis, and cultural fit with the acquiring organization. Prepare interview guides tailored to each role that probe decision-making approaches, handling of past challenges, vision for the business, and openness to integration. Following the interviews, deliver individual executive assessments and an overall management team evaluation that addresses leadership quality, team cohesion, retention risk, and cultural integration challenges. Your assessment must be based on observable behaviors and specific examples rather than subjective impressions, and you must identify any areas requiring further verification through reference checks or background investigations. Ensure that your interview approach complies with employment law and that you have coordinated with qualified HR and legal advisors regarding permissible questions and assessment criteria.
Optional inputs: [Interview schedule], [Executive roles], [Acquiring company culture profile], [Interview guide templates], [Assessment criteria]
7. Financing Readiness, Lender Materials, and Closing Coordination
61Lender-Ready Financing Readiness Assessment
Use when: You need to determine whether an acquisition package is sufficiently organized and supportable before approaching lenders.
Open copy-ready prompt
Act as a senior acquisition-finance analyst helping a buyer prepare for lender outreach on a proposed small-business acquisition. Review the supplied financial statements, tax returns, debt schedule, seller materials, and transaction assumptions. Assess financing readiness without recommending a personal investment decision or asserting a valuation. Identify missing evidence, inconsistent figures, add-backs requiring support, debt-service concerns, collateral questions, and items likely to trigger lender follow-up. Organize the response into: readiness rating with rationale, verified facts, open questions, document gaps, lender-facing risks, and a prioritized 14-day preparation list. Separate source-documented facts from assumptions. Self-check that every concern points to a specific document or calculation and that legal, tax, and financing conclusions are flagged for qualified professional review.
Optional inputs: [financial statements] [tax returns] [debt schedule] [purchase structure] [seller add-backs] [target lender criteria]
62Acquisition Financing Request Summary
Use when: You want a concise, evidence-based financing brief that a lender can review before receiving the full diligence file.
Open copy-ready prompt
Act as a commercial lending relationship manager drafting a preliminary financing request for a buyer acquiring an operating company. Using only the provided records, prepare a two-page-style lender summary covering borrower and sponsor background, target business, proposed transaction, requested facility, sources and uses, historical performance, normalized cash flow, repayment source, collateral described in the records, and key risks with mitigants. Do not invent credit scores, collateral values, management experience, lender appetite, or approval odds. Mark each figure as reported, calculated, or unverified, and show the period for every financial metric. Return an executive snapshot, sources-and-uses table, repayment narrative, diligence questions, and document index. Self-check that sources equal uses and that no unsupported claim is presented as a fact; recommend finance and legal review before circulation.
Optional inputs: [buyer profile] [target financials] [requested loan amount] [equity contribution] [sources and uses] [collateral records]
63Sources-and-Uses and Capital Stack Reconciliation
Use when: Transaction funding assumptions are spread across proposals, term sheets, and spreadsheets and need one reconciled view.
Open copy-ready prompt
Act as a transaction finance associate reconciling the proposed capital stack for a business acquisition. Compare the purchase agreement, lender term sheet, seller note terms, equity plan, rollover amount, fees, working-capital funding, and closing-cost estimates supplied in the source files. Build a sources-and-uses schedule, identify arithmetic or definition mismatches, distinguish committed funds from indicative proposals, and calculate the residual funding gap only when the underlying figures permit it. Do not fill gaps with market-standard assumptions or recommend leverage. Present the result as a reconciliation table followed by discrepancy notes, required confirmations, and scenario sensitivities for clearly labeled changes in purchase consideration or fees. Self-check that every line has a source, units and timing are consistent, and total sources equal total uses under each scenario.
Optional inputs: [purchase price] [loan term sheet] [seller note] [buyer equity] [rollover equity] [fees] [working-capital reserve]
64Quality of Earnings Evidence Pack for Lenders
Use when: A lender needs a disciplined explanation of normalized earnings and the evidence supporting proposed adjustments.
Open copy-ready prompt
Act as a quality-of-earnings professional preparing a lender support memorandum for an acquisition. Analyze the supplied income statements, general-ledger extracts, bank records, tax filings, and management explanations. For each proposed normalization, state the amount, period, accounting treatment, business rationale, supporting evidence, recurrence risk, and whether the adjustment is fully supported, partially supported, or unsupported. Reconcile reported EBITDA to the proposed lender-adjusted figure without presenting the adjustment as accepted by a lender. Use sections for scope and limitations, bridge table, adjustment-by-adjustment findings, unresolved requests, and questions for management. Avoid inventing industry benchmarks or treating seller assertions as proof. Self-check every adjustment against at least one cited source and explicitly flag issues requiring CPA, tax, or lender confirmation.
Optional inputs: [P&L] [general ledger] [bank statements] [tax returns] [management explanations] [proposed adjustments]
65Debt-Service Capacity Scenario Memo
Use when: You need to show how documented operating results behave under transparent repayment scenarios without predicting approval.
Open copy-ready prompt
Act as a financial modeling specialist preparing a debt-service scenario memo for an acquisition financing file. Using the supplied historical results, documented adjustments, proposed debt terms, taxes, capital expenditures, working-capital needs, and owner compensation assumptions, construct clearly labeled base, downside, and stress cases. Show the formulas and period definitions for cash flow available for debt service, scheduled principal and interest, and coverage metrics; identify which inputs are verified and which are assumptions. Do not declare the transaction affordable, safe, or suitable for the buyer, and do not substitute generic lender thresholds for the lender’s actual criteria. Present an assumptions register, scenario table, interpretation, sensitivities, and questions requiring confirmation. Self-check that debt service follows the stated amortization and that no metric uses mixed annual and monthly periods.
Optional inputs: [historical cash flow] [loan amount] [interest rate] [amortization] [tax assumptions] [capex] [working-capital needs]
66Lender Due-Diligence Data Room Index
Use when: You are assembling a lender data room and want a practical index that exposes missing or stale materials early.
Open copy-ready prompt
Act as a lender diligence coordinator designing a secure data-room index for a small-business acquisition. Based on the transaction facts and files provided, create a categorized checklist covering borrower documents, ownership and organizational records, target financials, tax materials, debt and liens, contracts, leases, insurance, employees and benefits, intellectual property, litigation, environmental or regulatory items where relevant, collateral, purchase documents, and closing deliverables. For each item, include an owner, requested date range, status, acceptable evidence, confidentiality level, and escalation note. Do not request unnecessary personal data or expose account numbers, passwords, or other secrets; recommend redaction and permission controls. Return the index as a table plus a short sequencing note. Self-check that every lender question maps to an indexed item and that sensitive documents have a handling instruction.
Optional inputs: [lender checklist] [transaction structure] [existing data-room index] [entity chart] [closing timetable] [privacy requirements]
67Term Sheet Comparison and Confirmation Matrix
Use when: Multiple financing proposals contain different economics, covenants, conditions, or timing assumptions that must be compared accurately.
Open copy-ready prompt
Act as an acquisition attorney’s finance-side analyst comparing the supplied lender term sheets and financing emails. Extract and normalize facility type, principal, pricing, fees, amortization, maturity, prepayment terms, guarantees, collateral, covenants, reporting duties, conditions precedent, exclusivity, expiration dates, and funding timing. Preserve each lender’s wording where ambiguity matters, distinguish binding provisions from non-binding indications, and never infer missing terms. Produce a side-by-side comparison, a list of material differences, clarification questions in lender-ready language, and a confirmation log for buyer and counsel. Do not recommend a lender or provide personalized legal or financial advice. Self-check every extracted term against its source document and flag calculations that depend on variable rates, dates, or definitions for qualified finance and legal review.
Optional inputs: [term sheets] [commitment letters] [lender emails] [purchase agreement] [buyer priorities] [target closing date]
68Closing Conditions and Funds-Flow Tracker
Use when: Closing depends on many lender, seller, buyer, and third-party deliverables with different owners and deadlines.
Open copy-ready prompt
Act as a closing project manager coordinating an acquisition involving senior debt, seller financing, and buyer equity. Convert the supplied purchase agreement, lender commitment, escrow instructions, organizational documents, payoff letters, insurance requirements, and counsel checklists into a single conditions-and-funds-flow tracker. Include each deliverable, responsible party, dependency, due date, evidence of completion, approval authority, status, and escalation path. Separately map the expected movement of funds without requesting or reproducing bank credentials or full account numbers. Highlight conditions that appear inconsistent, expired, or unsupported, but do not declare legal sufficiency or closing certainty. Return a tracker table, critical-path narrative, 48-hour verification checklist, and unresolved issues list. Self-check that every payment has an authorized source and destination description and that counsel and lender sign-offs are explicitly identified.
Optional inputs: [purchase agreement] [commitment letter] [escrow instructions] [payoff letters] [funds-flow draft] [closing calendar]
69Financing Contingency and Extension Negotiation Brief
Use when: Financing approval or documentation is delayed and the buyer needs a fact-based brief for discussing timing protections with counsel and the seller.
Open copy-ready prompt
Act as a transaction coordinator preparing a neutral briefing note about a financing-contingency deadline. Review the purchase agreement, amendments, lender status updates, outstanding conditions, appraisal or diligence dependencies, and proposed closing dates. Summarize what the documents actually require, identify dates that need confirmation, distinguish lender-controlled delays from buyer or seller obligations, and lay out possible discussion points for counsel, such as an extension request, revised milestone schedule, or evidence package. Do not draft a deceptive excuse, threaten a counterparty, guarantee financing, or give personalized legal advice. Present the brief in four parts: documented timeline, current blockers, factual questions, and options for counsel to evaluate with risks and trade-offs. Self-check every date against a source and label all proposed language as subject to attorney review.
Optional inputs: [purchase agreement] [financing contingency] [lender updates] [open conditions] [appraisal status] [desired extension date]
70Post-Closing Financing Handoff and Compliance Calendar
Use when: A completed acquisition needs a reliable handoff from closing execution to ongoing lender, tax, and corporate compliance.
Open copy-ready prompt
Act as a post-closing integration and finance coordinator creating a 12-month compliance calendar for an acquired business. Use the executed loan documents, purchase agreement, organizational records, insurance policies, tax requirements, employee transition plan, and closing statement supplied. Catalog recurring lender reporting, covenant-testing inputs, payment dates, insurance renewals, tax filings, entity registrations, notice obligations, integration milestones, and document-retention requirements. For each entry, specify owner, source clause or document, lead time, evidence to retain, escalation trigger, and confidentiality handling. Do not interpret ambiguous covenants as settled or provide legal, tax, or investment advice; route those items to qualified counsel, accountants, or finance professionals. Return a calendar table, first-30-days checklist, responsibility matrix, and ambiguity log. Self-check that every obligation is tied to an executed source and that deadlines are calculated from the correct closing date.
Optional inputs: [executed loan documents] [closing statement] [purchase agreement] [insurance schedule] [tax calendar] [team responsibilities] [closing date]
8. Risk Review, Specialist Workstreams, and Decision Governance
71Triage Diligence Red Flags
Use when: A buyer needs to prioritize a large set of diligence findings before assigning specialist time.
Open copy-ready prompt
Act as a senior M&A diligence lead reviewing the supplied acquisition records. Identify material red flags across financial, legal, tax, commercial, operational, technology, insurance, and people matters. Classify each as critical, high, medium, or low using documented impact, likelihood, reversibility, and timing. Separate verified facts, management representations, and unanswered questions, and cite each finding to its document and page or section. Present a triage matrix, the five issues controlling the next gate, an owner, a deadline, and an evidence request for each. Do not infer valuation or recommend proceeding. Self-check that every conclusion is source-linked, conflicting evidence is visible, and missing records are not treated as negative findings.
Optional inputs: [CIM] [financial statements] [data-room index] [risk appetite] [deal timetable]
72Coordinate Specialist Workstreams
Use when: A transaction requires several advisers to work in parallel under a fixed diligence timetable.
Open copy-ready prompt
Serve as an acquisition project director creating a four-week specialist workstream plan. Cover legal, tax, quality of earnings, insurance, cybersecurity, IT, HR, environmental, commercial, and operations reviews. For each stream, specify objective, evidence required, lead specialist, dependencies, management interviews, deliverable, decision relevance, and escalation trigger. Distinguish document review from work requiring site access, third-party confirmation, or professional judgment. Present a week-by-week schedule, dependency table, and meeting cadence. Do not assume an adviser’s conclusion or provide legal, tax, finance, or investment advice. Self-check that every material risk category has an accountable owner, a dated deliverable, a defined evidence path, and a backup plan if access or specialist availability changes.
Optional inputs: [target industry] [transaction structure] [adviser roster] [closing date] [data-room contents]
73Test Quality of Earnings Adjustments
Use when: Reported EBITDA includes add-backs or normalization items that may influence financing and deal interpretation.
Open copy-ready prompt
Act as an independent quality-of-earnings reviewer assessing proposed EBITDA adjustments. Reconcile each adjustment to the general ledger, statements, contracts, payroll records, or other cited evidence. For every item, describe rationale, recurrence risk, cash impact, timing, documented tax treatment, and whether it is supported, partially supported, or unverified. Show reported EBITDA, the adjustment schedule, evidence ratings, and clearly labeled sensitivity scenarios rather than one normalized answer. Flag double counting, forward-looking synergies, personal expenses, and costs likely to return after closing. Do not calculate valuation or recommend a price. Self-check that totals tie to source statements, periods align, and unsupported management estimates remain visibly separate from verified results.
Optional inputs: [monthly P&L] [GL export] [add-back schedule] [customer contracts] [payroll detail]
74Review Change-of-Control Consents
Use when: Contracts, licenses, financing, leases, or key relationships may be affected by the proposed transaction.
Open copy-ready prompt
Work as a transaction-counsel diligence analyst, subject to qualified legal counsel’s final interpretation. Examine supplied agreements for change-of-control, assignment, consent, termination, exclusivity, minimum-volume, price-reset, guarantee, licensing, and notice provisions. For each relevant clause, provide document, section, counterparty, required action, deadline, consequence described in the agreement, and confidence level. Separate express language from questions requiring legal judgment, and show dependencies among customer, lender, landlord, supplier, and regulator consents. Present a consent matrix and closing-readiness checklist. Do not claim enforceability or advise evasion. Self-check that every obligation is traceable to source text, missing agreements are recorded as gaps, and no approval is assumed merely because management expects cooperation.
Optional inputs: [material contracts] [debt documents] [leases] [licenses] [jurisdictions] [deal structure]
75Map Tax and Structure Unknowns
Use when: Asset-versus-equity structure and jurisdictional facts remain unresolved before adviser review.
Open copy-ready prompt
Act as a transaction-tax workstream coordinator, not a tax adviser. Using only supplied facts and documents, identify questions concerning asset versus equity structure, historical tax exposure, sales and use tax, payroll tax, nexus, net operating losses, withholding, transfer taxes, and post-close integration. For each issue, state known fact, missing evidence, possible relevance, specialist needed, and question to resolve; label each observation verified, management-reported, or unverified. Organize the output into a tax diligence table, document-request list, and structure questions for qualified tax counsel. Avoid predicting tax outcomes, savings, or liability amounts. Self-check that no jurisdiction, entity, filing position, or tax attribute is assumed without documentary support and that counsel, not the analyst, determines the legal or tax conclusion.
Optional inputs: [entity chart] [tax returns] [state footprint] [draft LOI] [asset list] [tax adviser comments]
76Assess Cybersecurity Risk Acceptance
Use when: A target handles sensitive data or relies on systems whose weaknesses could affect continuity or integration.
Open copy-ready prompt
Serve as a cybersecurity diligence manager preparing a risk-acceptance memo for an acquisition committee. Evaluate supplied evidence on identity access, backups, incidents, vulnerability management, vendors, data classification, privacy obligations, continuity, and integration readiness. Do not request, reproduce, or expose passwords, tokens, personal data, or other secrets. Rank findings by business impact and evidence strength, distinguish confirmed incidents from unverified statements, and define pre-close condition, post-close remediation, monitoring, or explicit acceptance for each item. Present an executive decision table, a 30/60/90-day control plan, and questions for qualified privacy and security counsel. Do not provide exploit steps or unauthorized-access instructions. Self-check that recommendations are proportionate to evidence and residual risk has a named decision owner.
Optional inputs: [security questionnaire] [SOC reports] [incident log] [system inventory] [privacy notices] [integration plan]
77Assess Key-Person Continuity
Use when: Revenue, customer relationships, technical knowledge, or operations depend heavily on founders or a small workforce.
Open copy-ready prompt
Act as an HR diligence specialist supporting an acquisition while preserving employee confidentiality and avoiding discriminatory conclusions. Using anonymized or appropriately authorized information, map critical roles, single points of failure, succession coverage, incentive arrangements, employment status, contractor reliance, and communication needs. Separate documented facts from management perceptions and do not infer risk from protected characteristics, age, health, family status, or other sensitive attributes. Provide a role-criticality matrix, evidence gaps, lawful retention questions for qualified HR and legal review, and a transition-risk register with owner and timing. Do not recommend terminating or disadvantaging individuals. Self-check that identifiers are minimized, confidentiality controls are stated, and every proposed action is framed for specialist validation rather than employment advice.
Optional inputs: [anonymized org chart] [key-person list] [employment agreements] [succession notes] [retention budget] [integration timeline]
78Build an Investment-Committee Decision Gate
Use when: Diligence findings must become a transparent approval, pause, renegotiation, or escalation discussion.
Open copy-ready prompt
Act as an investment-committee secretary preparing a decision-gate pack for a proposed acquisition. Synthesize the verified record into transaction facts, unresolved risks, mitigants and conditions, and decision alternatives. For every material issue, show source, owner, confidence, downside scenario, timing, and whether resolution is required before signing, closing, or post-close. Present a one-page dashboard, evidence log, and questions the committee must answer. Do not issue a personalized investment recommendation, assert company valuation, or turn uncertainty into a false probability. State that legal, tax, finance, insurance, HR, and operational specialists must review their domains. Self-check that every dashboard item links to evidence, conditions are measurable, and dissenting views are retained in the decision record.
Optional inputs: [diligence reports] [LOI] [risk register] [committee criteria] [proposed conditions]
79Create a Reps-and-Indemnity Issue List
Use when: Diligence findings may require disclosure, contractual protection, escrow treatment, or a closing condition.
Open copy-ready prompt
Work as a buyer-side transaction-risk analyst preparing an issue list for qualified M&A counsel. Convert documented findings into potential disclosure, representation, warranty, indemnity, escrow, insurance, or closing-condition topics without drafting enforceable legal language. For each item, identify factual basis, affected entity or contract, documented exposure, evidence gap, counsel question, and urgency. Separate historical liability from future integration risk and ordinary uncertainty from a possible breach indicator. Include unresolved seller questions and matters that should not be characterized beyond the evidence. Do not invent coverage, caps, survival periods, or legal conclusions. Self-check that every issue cites a source document, duplicates are consolidated, and counsel controls wording and negotiation advice; state where legal, tax, finance, or insurance specialists must validate a related exposure.
Optional inputs: [diligence findings] [draft purchase agreement] [insurance proposal] [disclosure schedules] [escrow concept]
80Run a Pre-Signing Risk Challenge
Use when: The deal team needs an adversarial review to expose confirmation bias before signing or final approval.
Open copy-ready prompt
Act as an independent acquisition red-team facilitator leading a pre-signing risk challenge. Review the supplied deal thesis, diligence findings, management presentations, and proposed mitigants, then formulate the strongest evidence-based case for and against proceeding. Test assumptions about customer concentration, recurring revenue, working capital, owner dependence, regulatory exposure, technology resilience, integration capacity, and downside liquidity without inventing facts. Structure the output as thesis assumptions, challenge questions, contradictory evidence, missing tests, conditions precedent, post-close controls, and escalation items. Assign each question to a responsible specialist and specify what evidence would resolve it. Do not recommend a transaction outcome, state a valuation, or substitute for professional advice. Self-check that challenges are material, source-linked, non-repetitive, fair to the seller, and explicit about uncertainty.
Optional inputs: [investment thesis] [management deck] [diligence register] [base-case model] [approval criteria] [specialist reports]
9. Integration Planning, Day-One Readiness, and Value Creation
81Build a 100-Day Integration Blueprint
Use when: You have signed or are preparing to close an acquisition and need a sequenced integration plan that protects continuity while pursuing measurable synergies.
Open copy-ready prompt
Act as a post-merger integration director advising the buyer of a small, founder-led services company. Using the supplied deal documents and management notes, build a 100-day integration blueprint covering Day One, weeks 2–4, days 31–60, and days 61–100. Separate actions into people, customers, finance, technology, operations, compliance, and communications. For each action, name an accountable owner, dependency, decision deadline, evidence of completion, and risk if delayed. Distinguish confirmed facts from assumptions and identify items requiring legal, tax, finance, HR, or other specialist review. Present the result as a practical workplan followed by the five highest integration risks. Self-check that every recommendation traces to an input or is clearly labeled as a hypothesis.
Optional inputs: [CIM] [purchase agreement summary] [organization chart] [operating procedures] [closing date] [buyer integration capacity]
82Prepare a Day-One Readiness Checklist
Use when: Leadership needs a concise operational checklist to ensure the acquired business can function safely and professionally on the first day after closing.
Open copy-ready prompt
Serve as a transaction-readiness manager for an acquisition of a regional distribution business. Create a Day-One checklist organized by “must be complete before close,” “first morning,” “first week,” and “escalate immediately.” Cover authority to operate, payroll continuity, banking access, customer and supplier communications, insurance, licenses, cybersecurity, data access, inventory controls, employee questions, and records retention. Include a responsible owner, verification method, status field, and fallback action for each item. Do not assume that contracts, permissions, systems, or benefits transfer automatically; flag those requiring confirmation from qualified legal, tax, HR, insurance, or IT professionals. Return a table plus a short executive escalation protocol. Self-check for missing dependencies, duplicate tasks, and any step that could interrupt customer service.
Optional inputs: [closing checklist] [critical contracts] [system inventory] [benefits summary] [license register] [key contact list]
83Design the Integration Governance Model
Use when: Multiple executives and functional teams need clear decision rights, escalation paths, and meeting rhythms during post-close integration.
Open copy-ready prompt
Act as a PMI governance adviser for a buyer integrating a specialty manufacturing company into a larger operating group. Design a lightweight governance model with an executive steering committee, integration management office, functional workstreams, and site-level owners. Define each group’s mandate, membership by role, decision rights, meeting cadence, required inputs, escalation thresholds, and documentation standard. Include a RACI-style decision matrix for staffing changes, customer commitments, system migration, capital spending, supplier changes, and policy adoption. Preserve acquired-company expertise and require confidential handling of employee and commercial information. Mark decisions that need qualified legal, tax, finance, HR, safety, or regulatory review. Format the answer as a governance charter followed by a first-30-days calendar. Self-check that no decision has two conflicting accountable roles.
Optional inputs: [buyer operating model] [target organization chart] [integration objectives] [delegation-of-authority policy] [regulatory environment]
84Map Customer and Revenue Retention Risks
Use when: The acquisition depends on recurring customers, referrals, or key accounts that could react negatively to ownership or service changes.
Open copy-ready prompt
Work as a customer-retention strategist supporting the acquisition of a B2B software and implementation firm. Analyze the provided customer concentration, renewal calendar, service-level commitments, account notes, and transition concerns. Produce a risk-ranked account map with customer importance, relationship owner, renewal or milestone date, likely concern, evidence, recommended contact sequence, approved message theme, and contingency action. Do not invent customer sentiment, contract terms, churn probabilities, or testimonials; label unknowns and request source verification. Separate actions that can be taken before closing from those requiring consent or specialist legal review. Present a one-page leadership summary and an account-level action register. Self-check that the plan addresses the top concentrated accounts, upcoming renewals, change-of-control provisions, and continuity of support.
Optional inputs: [customer list] [ARR or revenue by account] [renewal dates] [contracts] [CRM notes] [support metrics]
85Translate the Deal Thesis into a Synergy Scorecard
Use when: The buyer needs to convert broad value-creation claims into measurable, owned, and time-bound integration outcomes.
Open copy-ready prompt
Act as a value-creation office lead reviewing an acquisition thesis for a multi-location professional-services business. Convert documented value levers into a synergy scorecard covering revenue growth, cost efficiency, working capital, capability expansion, and risk reduction. For each lever, state the baseline, target, timing, owner, calculation method, required data, one-time implementation cost, confidence level, and principal execution risk. Keep revenue synergies separate from cost synergies and distinguish gross opportunity from expected realization. Do not assert a valuation, return, or savings figure without source evidence; identify where finance validation is required. Return a scorecard table, definitions for each metric, and a monthly review agenda. Self-check that every target has a baseline, a date, an accountable owner, and a verifiable data source.
Optional inputs: [investment thesis] [quality-of-earnings report] [budget] [headcount data] [customer pipeline] [working-capital analysis]
86Plan Technology and Data Integration Safely
Use when: Two organizations must connect systems and data without creating avoidable security, privacy, continuity, or compliance failures.
Open copy-ready prompt
Serve as an integration architect for an acquisition involving a healthcare-adjacent service provider, where sensitive business and personal data require careful handling. Build a phased technology and data integration plan covering identity and access, endpoint management, applications, interfaces, backups, logging, data classification, retention, vendor access, incident response, and migration testing. Recommend a coexistence period where justified, with entry and exit criteria for each phase. Do not request, display, or copy secrets, credentials, or unnecessary personal data, and do not prescribe unauthorized access or destructive cutovers. Flag every assumption and identify controls requiring qualified cybersecurity, privacy, legal, compliance, or IT review. Present the plan as phases with controls, owners, dependencies, rollback criteria, and evidence. Self-check that business continuity and least-privilege access are addressed before migration.
Optional inputs: [application inventory] [data map] [security policies] [vendor contracts] [recovery objectives] [regulatory obligations]
87Create a Workforce Transition and Communication Plan
Use when: Employees need clarity about reporting lines, roles, policies, retention, and support during a sensitive ownership transition.
Open copy-ready prompt
Act as a change-management lead partnering with qualified HR and employment counsel on the acquisition of a 75-person logistics company. Draft a workforce transition plan that covers leader alignment, employee announcement sequencing, manager talking points, listening channels, role and reporting-line decisions, retention considerations, benefits questions, training, and a 30-60-90-day communication calendar. Protect confidential personnel information, avoid discriminatory criteria, and distinguish business planning from employment advice. Do not recommend termination, compensation, or classification decisions without appropriate HR and legal review. Return a stakeholder map, message architecture, manager FAQ themes, and escalation rules for rumors or employee relations issues. Self-check that communications are accurate, accessible, consistent with approved transaction facts, and explicit about what is not yet decided.
Optional inputs: [employee census] [organization charts] [benefits overview] [approved transaction messages] [retention priorities] [jurisdiction list]
88Establish a Post-Close Operating Cadence
Use when: The combined business needs repeatable management routines to stabilize operations and surface integration problems early.
Open copy-ready prompt
Act as an operating-model consultant for a buyer combining two field-service businesses with overlapping territories. Design a post-close cadence for daily huddles, weekly workstream reviews, monthly operating reviews, and quarterly value-creation reviews. For each forum, specify participants by role, purpose, agenda, metrics, decision rights, pre-read requirements, action-log standard, and escalation route. Include a short list of leading indicators for customer service, safety, staffing, cash conversion, backlog, system reliability, and synergy delivery. Keep the cadence proportional to the company’s size and avoid meetings that duplicate one another. Require source-based reporting and note where finance, HR, legal, safety, or other specialist validation is needed. Present the answer as a calendar and meeting-charter table. Self-check that each metric has an owner and a defined response threshold.
Optional inputs: [operating KPIs] [existing meeting schedule] [site map] [integration workstreams] [reporting systems] [leadership availability]
89Build a 12-Month Value-Creation Roadmap
Use when: The integration team must prioritize initiatives beyond stabilization and sequence investments against capacity, risk, and measurable benefits.
Open copy-ready prompt
Work as a value-creation adviser for an acquired industrial maintenance company whose thesis includes cross-selling, procurement discipline, scheduling improvements, and selective automation. Build a 12-month roadmap that ranks initiatives by strategic value, evidence strength, implementation effort, cash requirement, customer or workforce impact, dependency, and downside risk. Divide initiatives into stabilize, improve, and scale horizons, and show the earliest credible benefit date rather than an optimistic promise. Include decision gates, owners, baseline metrics, monthly milestones, and stop-or-revise triggers. Do not fabricate savings, growth, or payback; require finance validation and specialist review where tax, labor, safety, regulatory, or capital-expenditure issues arise. Return a prioritized roadmap plus a risk-adjusted benefits register. Self-check that sequencing respects operational capacity and does not compromise service quality.
Optional inputs: [deal thesis] [management capacity] [capex plan] [baseline KPIs] [customer commitments] [initiative estimates]
90Conduct a 90-Day Integration Health Check
Use when: The first post-close quarter has ended and leaders need an evidence-based assessment of progress, friction, and corrective priorities.
Open copy-ready prompt
Act as an independent integration-review partner assessing a company 90 days after acquisition. Using the supplied workplan, KPI extracts, interview notes, issue log, customer feedback, and financial reports, produce a health check across continuity, people, customers, operations, technology, controls, and value creation. Rate each area using a clearly defined evidence-based scale, cite the underlying source or mark the finding unverified, and distinguish symptoms from root causes. Recommend no more than eight corrective priorities, each with an owner, next decision, deadline, and success measure. Treat financial results as management information rather than proof of causation, and identify matters requiring qualified legal, tax, finance, HR, cybersecurity, or regulatory review. Format the output as an executive brief, scorecard, and 30-day corrective-action register. Self-check every red or amber rating for documented evidence.
Optional inputs: [integration plan] [KPI dashboard] [issue log] [interview summaries] [customer feedback] [monthly financials]
10. Portfolio Oversight, Post-Close Review, and Exit Preparation
91Build a Post-Close Performance Review
Use when: You need a disciplined 30-, 60-, or 90-day review of an acquired company’s operational and financial performance.
Open copy-ready prompt
Act as a post-merger integration director reviewing an acquired small or mid-sized business after its first 90 days under new ownership. Using the supplied source documents, compare actual results with the acquisition case and the approved integration plan across revenue, gross margin, cash conversion, customer retention, staffing, and critical operating milestones. Separate verified facts, management explanations, and unresolved discrepancies; do not infer missing results. Produce an executive summary, a KPI variance table, root-cause findings, immediate decisions, and a 30-day follow-up register with owners and dates. Flag issues requiring qualified finance, tax, legal, or operational review. Before finalizing, reconcile every reported figure to a cited source document and identify any metric whose definition changed after closing.
Optional inputs: [Closing date] [Review period] [Investment case] [Integration plan] [Actual financials] [KPI definitions] [Management commentary]
92Establish a Portfolio Company Health Dashboard
Use when: You want a repeatable dashboard for monitoring several acquired companies without hiding material risks behind blended portfolio averages.
Open copy-ready prompt
Act as a private-equity operating partner designing a monthly portfolio health dashboard for multiple acquired businesses. Convert the supplied company-level data into a consistent framework covering financial performance, liquidity, commercial momentum, customer concentration, people risk, compliance, technology resilience, and integration progress. Preserve each company’s original currency, period, and metric definition, and show consolidated views only when aggregation is methodologically sound. Deliver a dashboard specification with metric definitions, thresholds, data owners, reporting cadence, RAG rules, and an exceptions log; include a short narrative for each company explaining the three most important movements. Do not invent benchmarks. Self-check that every threshold is sourced, every metric has an owner, and no red flag is diluted by portfolio-level averaging.
Optional inputs: [Company list] [Monthly data] [Currencies] [Existing KPIs] [Risk appetite] [Reporting calendar] [Data owners]
93Diagnose Post-Close Synergy Realization
Use when: Management reports that acquisition synergies are delayed, overstated, or difficult to trace to the original deal thesis.
Open copy-ready prompt
Act as a transaction value-creation specialist auditing synergy realization six months after an acquisition. Map each synergy promised in the investment committee materials to an accountable owner, baseline, implementation action, timing assumption, and observed financial or operational result. Distinguish recurring run-rate benefits from one-time savings, revenue opportunities from cost reductions, and gross benefits from implementation costs or customer harm. Present a traceability matrix, quantified bridge from baseline to current run rate, confidence rating, and recovery actions for missed items. Use only documented evidence and label management estimates clearly. Recommend qualified finance and legal review where accounting treatment, employment changes, contracts, or customer commitments may be affected. Self-check that no benefit is counted twice and that all claimed figures tie to source records.
Optional inputs: [Deal thesis] [Synergy case] [Baseline period] [Actual results] [Implementation costs] [Owner interviews] [Supporting contracts]
94Review Governance and Board Materials
Use when: A portfolio company’s board pack needs a rigorous post-close review that highlights decisions rather than merely presenting activity.
Open copy-ready prompt
Act as an experienced portfolio-company board secretary and operating adviser. Review the supplied monthly reporting pack, minutes, financial statements, risk register, and management updates for an acquired business. Identify missing information, inconsistent definitions, overdue actions, conflicts between narrative and numbers, and decisions that require board attention. Then draft a concise board agenda and reporting blueprint organized around performance, liquidity, strategic initiatives, people, compliance, technology, and decisions requested. Preserve confidentiality, avoid repeating sensitive personal data unnecessarily, and do not treat management assertions as verified facts. Include a source-and-confidence note for each material issue and mark matters needing legal, tax, accounting, or specialist advice. Self-check that each proposed agenda item has a decision, discussion, or information purpose and an accountable presenter.
Optional inputs: [Reporting pack] [Board minutes] [Risk register] [Financial statements] [Strategy] [Known governance calendar]
95Prepare a 100-Day Stabilization Plan
Use when: An acquired company requires focused stabilization before broader growth initiatives or a potential exit process.
Open copy-ready prompt
Act as an interim chief operating officer taking responsibility for a recently acquired company with uneven execution and limited management bandwidth. Based on the supplied evidence, create a 100-day stabilization plan that prioritizes cash protection, customer continuity, operational reliability, talent retention, compliance, and accurate reporting. Rank initiatives by urgency, impact, reversibility, dependency, and resource requirement; distinguish actions the team can take immediately from those needing owner, board, lender, or specialist approval. Provide weekly milestones, named accountable roles, leading indicators, escalation triggers, and a short communication plan for employees and key customers. Do not promise outcomes unsupported by evidence or recommend unlawful employment, accounting, or contractual actions. Self-check that the plan fits stated capacity, protects confidential information, and includes a verification method for every milestone.
Optional inputs: [Acquisition date] [Current issues] [Cash position] [Staffing] [Customer risks] [Compliance obligations] [Available resources]
96Conduct an Exit Readiness Assessment
Use when: You need to determine whether a portfolio company is operationally, financially, and documentarily ready for a sale process.
Open copy-ready prompt
Act as an M&A sell-side readiness adviser assessing an acquired company twelve months before a potential exit. Examine the supplied financial records, contracts, customer data, organizational chart, intellectual-property materials, compliance files, technology documentation, and prior diligence findings. Score readiness across earnings quality, forecast reliability, customer and supplier concentration, legal title, management depth, systems, cybersecurity, tax, and data-room completeness. Deliver a readiness scorecard, evidence gaps, risk-ranked remediation register, suggested owner and timing for each item, and questions a buyer is likely to ask. Do not state or imply a valuation; explain that market pricing requires current evidence and qualified advisers. Self-check that every score cites evidence, every gap has a verification path, and sensitive data is recommended for controlled disclosure only.
Optional inputs: [Target exit window] [Financial package] [Material contracts] [IP records] [Org chart] [Compliance files] [Data-room index]
97Normalize Earnings for an Exit Process
Use when: Reported earnings contain one-time, owner-specific, or non-operating items that require careful review before presenting them to buyers.
Open copy-ready prompt
Act as a transaction-quality-of-earnings analyst preparing a preliminary earnings normalization schedule for a portfolio company. Review the supplied trial balances, general ledger extracts, management accounts, owner compensation details, unusual transactions, and supporting invoices. Classify each proposed adjustment as recurring, non-recurring, owner-specific, non-operating, timing-related, or unsupported; show the reported amount, adjustment, rationale, evidence, tax or cash effect where known, and confidence level. Produce a reconciliation from reported EBITDA to an evidence-supported adjusted view, followed by open questions and items requiring independent accounting or tax review. Do not manufacture add-backs or assume buyer acceptance. Self-check arithmetic, period consistency, double-counting, and whether each adjustment has documentary support and a clear treatment rationale.
Optional inputs: [Fiscal periods] [Trial balance] [General ledger] [Adjustment list] [Owner compensation] [Invoices] [Accounting policies]
98Plan Management Succession Before Exit
Use when: Buyer confidence depends on reducing key-person dependence and demonstrating credible leadership continuity.
Open copy-ready prompt
Act as an organizational adviser supporting an owner preparing a portfolio company for a future sale. Assess the supplied role descriptions, reporting lines, retention arrangements, performance data, succession notes, and management interviews to identify key-person dependencies and leadership continuity risks. Develop a succession plan for critical roles with readiness levels, capability gaps, interim coverage, development actions, retention considerations, and evidence a buyer could reasonably review. Avoid discriminatory assumptions, protect confidential employee information, and recommend qualified HR or legal review for employment, compensation, equity, or termination matters. Present the result as a risk-ranked table plus a 12-month implementation timeline and communication principles. Self-check that recommendations are based on role requirements and documented evidence rather than protected characteristics or unsupported judgments.
Optional inputs: [Org chart] [Critical roles] [Employment terms] [Retention budget] [Succession candidates] [Performance data] [Exit timeline]
99Assemble a Buyer Data-Room Readiness Checklist
Use when: You need to turn scattered portfolio-company records into a controlled, reviewable data room before approaching prospective buyers.
Open copy-ready prompt
Act as an M&A data-room manager preparing a controlled buyer diligence workspace for an acquired business. Using the supplied document inventory and transaction context, organize required materials into logical folders covering corporate, financial, tax, legal, commercial, people, operations, technology, cybersecurity, insurance, and environmental matters where relevant. For each item, specify status, period covered, responsible owner, confidentiality level, source location, quality concern, and whether redaction or specialist review is needed. Identify contradictions, missing approvals, expired documents, and duplicate versions without resolving them through guesswork. Deliver a prioritized checklist, index template, and disclosure-risk log, while noting that qualified legal, tax, finance, HR, and technical advisers should review their areas. Self-check that permissions are least-privilege, version control is explicit, and no personal or secret data is exposed unnecessarily.
Optional inputs: [Document inventory] [Folder convention] [Reporting periods] [Confidentiality rules] [Known diligence requests] [Adviser responsibilities]
100Compare Exit Pathways and Decision Gates
Use when: Owners must compare a strategic sale, sponsor sale, recapitalization, or continued hold without receiving an unsupported personal investment recommendation.
Open copy-ready prompt
Act as an independent corporate-finance adviser preparing a decision framework for a portfolio company’s possible exit or recapitalization. Compare the supplied alternatives—strategic sale, financial buyer sale, partial sale, dividend recapitalization, or continued ownership—against objectives, timing, execution complexity, financing needs, governance effects, management continuity, tax considerations, confidentiality, and downside risks. Do not recommend a path for a specific person and do not assert valuation or proceeds without evidence; identify the data needed for scenario analysis instead. Deliver an options matrix, key assumptions, diligence questions, decision gates, and a 90-day preparation sequence. State clearly where qualified legal, tax, finance, and lender advice is required. Self-check that alternatives use comparable criteria, assumptions are labeled, and irreversible actions are separated from exploratory steps.
Optional inputs: [Owner objectives] [Debt terms] [Financial projections] [Tax jurisdiction] [Management preferences] [Potential buyer types] [Target timing]