Takeaways:
🤔Focus on "how it works" (rationale + mechanics)
🤔Ask yourself: "what do I get or give here?"
Example: how the $10bn $ADBE stock part of Figma deal *technically* works
Takeaway #2: "Read Between the Lines"
🤔Stop and ask "why did they do this?"
🤔Stop and ask "where's the risk?"
Examples (all co-dependent variables)
1⃣Deal Closing (i.e. why close on X date)
2⃣Termination (i.e. who's at risk of not closing)
3⃣Others (i.e. "go shop" in PE deals)
⏳After Announcement, Prior to Closing (T+30)
PREM14A / 14D-9
1⃣Background of the Merger
2⃣Reasons for the Merger
3⃣Certain Financial Forecasts
4⃣Opinion of Company's Advisor
"80/20" rule here but activists read everything (prior to teeing up their PREC14As)
#1-4 deep dive...
1⃣Background of the Merger
TLDR: "narrative of record" for events & circumstances leading up to signing
Key Learnings:
✅See # of buyers & interactions (anonymized)
✅See how negotiations "played" over time
✅Give you comfort on "bona fide" process
"Fugayzi, fugazi. It's a whazy. It's a woozie. It's fairy dust. It doesn't exist. It's never landed. It is no matter. It's not on the elemental chart. It's not f*cking real”
The origin story of UKG offers a rare opportunity to unpack various interesting dynamics to me both as an ex-M&A deal practitioner & HR industry participant:
✅ Public company M&A deal dynamics
✅ Public company M&A deal dynamics
✅ #HR & #HCM strategy/trends
Let's dive in!🧵
This🧵will include the following components to help guide how this "all-in-one" HCM was formed & the go-forward path
1⃣ Ultimate Software Refresher
2⃣ Kronos Refresher
3⃣ H&F Combo Mechanics
4⃣ UKG: The Combined Company
5⃣ What a Public UKG cloud look like
6⃣ Summary takeaways
From an M&A practitioner perspective, I can't help but to think there will be a newfound appreciation for the level of complexity involved in consummating these specific types of transactions in today's environment
Let me explain...🧵
Talks of a wave of "VC-backed consolidation" over the next 12-18 months have been pervasive in various Valley circles recently, and manifesting in the form of:
🤝 Buyers using '21 valuations opportunistically as "M&A currency"
🤝 "Roll-ups of last resort" for subscale players
There have been a number of "private-to-private" all-stock (or majority stock) combinations that have been consummated before
Two "success stories" that come to mind are 1) Seamless + Grubhub and 2) Elance + oDesk (now $UPWK)
But these deals have enormous underlying complexity
The term "hostile takeover" begets images of "raiders" dawning two-toned collared shirt & suspender combos, screaming into phones in a cigar-smoke-clouded mahogany rooms filled with dot matrix printer tear-sheets...
But, $EMR showed that companies too can also "go hostile"🧵
So yesterday, $EMR announced *a proposal* to acquire $NATI for $53.00 a share (~$7.6bn and 32% premium to last close)
$NATI is a $1.7bn electronic T&M business with 70% GMS, 35K customers across diverse end markets
Deal would advance $EMR's global automation focus & strategy
Why go "hostile"?
Well, in short, if as a buyer you're getting stonewalled by management & their Board, you can put the target "in play" by going directly to shareholders
$EMR made many attempts to engage with $NATI in private dating to 5/22 with no constructive engagement