Find the right
business.
Define the acquisition rationale, map the market and approach owners discreetly. Qualify willingness to transact, earnings quality and transferability before investing time in a full process.
Mergers & acquisitions
Experience on
both sides of the table.
Alex Zastre and Andreas Vagelatos have acted as principals in multiple M&A transactions. Their experience buying, building and selling businesses informs our advice to owners and acquirers.
Our thesis
The terms matter.
So does what follows.
Find the right
Prepare for the
buyer’s questions.
Build the earnings story, identify credible buyers and shape the process around the owner’s priorities. Assess price alongside funding, retained ownership, earn-outs and transition obligations.
See beyond
the transaction.
Business development strengthens the search for buyers and targets. We connect product fit, strategic relationships and commercial potential with the rationale for doing a deal.
Principal experience
Judgment formed
through ownership.
Personal and affiliated-company experience that informs our advisory work.
Alex Zastre · Business ownership
Building and selling
an operating business.
Alex’s ownership experience includes the sale of Thor’s Hammer, an outbound infrastructure business, with the financial-services activity retained.
The relevance: deciding what to sell, what to keep and how the retained business continues to operate.
Zastre Kent Wilson · Affiliated firm
Acquisition through
to ownership and exit.
Our affiliated buyout firm’s work includes acquiring, operating and selling marketing and digital-services businesses with principal capital.
The relevance: evaluating earnings, owner dependency, transition requirements and buyer funding from the perspective of the party taking the risk.
Andreas Vagelatos · Principal experience
Company building.
Strategic exits.
Andreas brings experience building and financing technology businesses, developing strategic relationships and navigating M&A as a principal.
The relevance: connecting product, commercial traction and the buyer’s strategic rationale to the decisions that shape an exit.
Meet AndreasA worked approach
Qualify before
the introduction.
A healthcare acquisition strategy begins with a clear definition of the business worth buying.
Our proposed approach combines target mapping and discreet owner outreach with a written screening assessment: willingness to transact, earnings, owner dependency and the ability to transfer the business.
Valuation and structure are considered before an introduction, so the first conversation has a commercial purpose.
Proposal-stage example: acquisition sourcing and qualification.
Explore our sourcing approachPrincipal and affiliated-company activity is separate from client advisory work. The worked approach describes a proposed process, not a completed acquisition.
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