Transaction support, modelling, restructuring and execution support — from acquisitions and reorganisations through to integration, capital-structure review and complex change.
Start a conversationA transaction or restructuring is rarely just a transaction — it is a structural, financial and tax event that has to work operationally once it is done. MEN brings together the strategic, financial, tax and coordination work around transactions and restructurings: understanding the situation in the context of the whole business, structuring it properly before execution, and coordinating the advisers and specialists the situation requires. The value lies not only in getting the transaction completed, but in ensuring the structure that remains afterwards actually works.
Start with the issue, not the department.
Supporting management through the transaction lifecycle — from initial evaluation and structuring through to execution and completion.
Building the financial models a transaction decision actually depends on.
Assessing how a business is capitalised, and whether that structure still fits where it's going.
Reviewing how funding is structured against the business's actual financial position and plans.
Supporting the financial, structural and commercial thinking behind an acquisition.
Assessing how acquisitions, disposals or other strategic transactions fit the wider direction, structure and financial objectives of the business.
Structuring is where transactions succeed or fail in practice. MEN treats the tax, corporate and financial structure of a transaction or restructuring as central to the work, not paperwork that follows the decision — because a deal that is well negotiated but poorly structured rarely delivers what it was meant to.
Working through the tax consequences of a transaction as the structure is being decided, not after it is signed.
Restructuring a business's ownership, capital or group structure around a transaction.
Reshaping group and ownership structures so they support the transaction, not just survive it.
Making sure the financial, tax and operational pieces of a transaction actually come together afterwards.
Staying involved through completion, not stepping back once terms are agreed.
Acting as the coordination point across the advisers a transaction genuinely requires, so nothing falls into the gaps between them.
Financial and commercial due diligence, certain valuations, disposal and exit-readiness work, target identification, and financial restructuring or distressed-turnaround matters may be undertaken alongside appropriately qualified or authorised specialist professionals where required.
MEN also supports the financial modelling, structural review and coordination around refinancing and funding situations, working alongside lenders and specialist advisers where appropriate.
Certain specialist or regulated aspects of a transaction are delivered alongside appropriately qualified or authorised professionals where required.
A transaction is being considered and its structural, financial and tax consequences need to be worked through before execution.
Capital or funding structure needs reviewing ahead of a transaction, a refinancing conversation, or a change in strategy.
A transaction requires a wider restructuring of ownership, capital or group structure and the workstreams need to be coordinated as one programme.
Multiple advisers are involved in a transaction, but nobody is holding the whole picture together.
A deal has completed, but the business hasn't yet been integrated into a structure that actually works.
A transaction rarely stays inside one discipline. Structure decisions have tax consequences; financial modelling depends on strategic assumptions; a new group structure needs governance and reporting that actually works from day one. MEN treats the disciplines below as one team around the transaction, not a sequence of separate engagements:
Making sure a transaction or restructuring fits the wider strategic and structural direction of the business, not just the deal in front of it.
Providing the financial modelling, forecasting and reporting a transaction depends on.
Working through the tax position a transaction or restructuring creates, before it's signed.
Keeping statutory and management reporting accurate through a transaction or restructuring.
Building the controls and governance a new structure needs from completion, not months afterward.
Making sure systems and reporting keep pace with a changed or combined business, where relevant.
Running cross-border tax, structuring and coordination considerations through the transaction wherever the business operates.
Ownership transitions, family buy-outs and succession-driven transactions structured around the family's objectives, not just the deal.
Structuring and financial support for property and infrastructure transactions, refinancings and portfolio restructurings.