From the Inside Out.
M&A Advisory
Independent M&A advisory for buyers, sellers, and management teams — covering the full transaction lifecycle from strategic identification through to deal close and post-merger integration.
What Is M&A Advisory — In Plain Language
A merger is when two companies combine into one. An acquisition is when one company buys another. Both involve complex financial, legal, tax, and commercial considerations that — if not managed correctly — can destroy the very value the deal was meant to create.
M&A advisory means having an experienced team in your corner throughout the process — helping you identify and evaluate targets (or buyers), structure the transaction to achieve your commercial and financial goals, negotiate on informed terms, and manage the deal from heads of agreement through to closing. Good M&A advice pays for itself many times over in the price achieved, the risks avoided, and the time saved.
In the UAE, M&A activity has grown significantly — driven by family business succession, private equity entry and exit, cross-border consolidation, and strategic portfolio rebalancing. Finerio advises on the accounting, financial, and structural dimensions of every transaction — ensuring deals are financially rigorous from day one.
Three Dimensions We Cover
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Buy-Side Advisory – Supporting acquirers — from target identification and financial analysis through to price negotiation and deal structuring. We give buyers the financial intelligence they need to acquire at the right price, on the right terms, with full visibility of what they are taking on.
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Sell-Side Advisory – Supporting founders, family businesses, and corporates in selling their businesses or business units. We prepare the business for sale, run a structured sale process, manage buyer interactions, and negotiate to maximise value and protect the seller's interests through to close.
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Post-Merger Integration – The deal closes — but the work is just beginning. We support integration of the acquired business into the buyer's financial reporting, accounting systems, and operational structure, ensuring the synergies modelled in the deal case are captured in the real-world numbers.
Target Identification & Screening
We help buyers build a structured target universe — defining acquisition criteria, profiling potential targets against strategic and financial parameters, and providing preliminary financial analysis on shortlisted candidates before management time is committed to formal engagement.
Financial Analysis & Deal Modelling
We build the financial models that underpin every deal decision — acquisition price sensitivity analysis, leveraged buyout (LBO) models for PE-backed transactions, synergy quantification, and returns analysis — giving buyers and sellers a clear view of the financial economics of the transaction under multiple scenarios.
Deal Structuring & Negotiation Support
We advise on how to structure the deal — locked-box vs completion accounts, earn-out mechanisms, deferred consideration, management equity, warranty and indemnity protections — and support management in financial negotiations, ensuring every commercial term is grounded in a sound financial rationale.
Information Memorandum Preparation
For sellers, we prepare the Information Memorandum (IM) — the document that introduces your business to prospective buyers. We ensure it tells a compelling, accurate, and financially credible story, highlights value drivers, and presents normalised financial information that withstands buyer scrutiny during due diligence.
Completion Accounts & Adjustments
Most deals involve price adjustments at completion based on the actual working capital, cash, and debt position of the business at closing. We manage the completion accounts process — preparing or reviewing the closing statements, advising on working capital peg setting, and resolving any disputes between buyer and seller.
Post-Merger Integration Advisory
We support the financial integration of the acquired business — aligning accounting policies, migrating systems, establishing group reporting procedures, integrating payroll and treasury functions, and delivering the first consolidated accounts including the newly acquired entity — ensuring the financial foundation of the combined business is solid from day one.
Independent. Integrated. In Your Corner.
What makes Finerio's Deals & Advisory practice different — and why it matters for your transaction.
Financial Reporting Depth Others Lack
Our advisory team combines deal experience with deep financial reporting expertise — IFRS, accounting standards, audit methodology, and tax. This means our due diligence findings are grounded in accounting reality, our valuations are audit-defensible from day one, and our financial models are built on numbers that actually reconcile to the balance sheet. Pure deal advisors without accounting depth miss things we don't.
Truly Independent Advice
We do not earn transaction fees contingent on deals completing. Our income does not depend on a deal happening — which means our advice is genuinely independent. We will tell you when a deal does not make financial sense, when a valuation is unrealistic, or when due diligence has surfaced risks that should be deal-breakers. True independence is rare in M&A advice. It is the foundation of what we offer.
Specialist at the Right Scale
The Big 4 deliver excellent transaction services — at a cost and pace that often does not work for mid-market UAE transactions. We bring the same analytical rigour, technical standards, and quality of advice at a scale and commercial model that works for transactions between AED 10 million and AED 2 billion. Our clients get senior attention, not a team of juniors.
UAE & GCC Market Knowledge
UAE M&A, valuations, and restructuring operate in a specific regulatory, commercial, and cultural context — free zone structures, family business dynamics, UAE CT and VAT implications of deal structures, DIFC and ADGM frameworks, and the specific requirements of UAE capital markets regulators. Our practice is built on this market, not adapted from a global template.
Questions we hear from clients every week.
Plain-language answers to the most common questions about M&A, due diligence, valuations, capital markets, and restructuring advisory.
EBITDA stands for Earnings Before Interest, Tax, Depreciation, and Amortisation. It is the most widely used measure of a business's operating profitability in M&A — because it strips out the effects of financing decisions (interest), tax structures, and non-cash accounting charges (depreciation and amortisation), leaving a proxy for the cash profit generated by the core business. Most businesses in M&A transactions are valued as a multiple of EBITDA — for example, "8x EBITDA" means the buyer is paying eight times the annual operating profit of the business. The critical issue, however, is which EBITDA number is used — sellers typically present an "adjusted" or "normalised" EBITDA that excludes one-off costs and adds back non-recurring items. A key output of financial due diligence is independently verifying and challenging that normalised EBITDA figure.
Enterprise Value (EV) is the total value of the business as a whole — the price you would pay to acquire 100% of the business debt-free and cash-free. It represents the value of the underlying business operations. Equity Value is the value of the shareholders' stake in the business — i.e., what you actually pay for the shares in a transaction. The relationship is: Equity Value = Enterprise Value − Net Debt (debt minus cash). If a business has an enterprise value of AED 100 million and net debt of AED 20 million, the equity value — the price paid for the shares — is AED 80 million. Understanding this distinction is fundamental to structuring and pricing any M&A transaction correctly.
The working capital peg is the agreed "normal" level of working capital (current assets minus current liabilities) that the business needs to operate — and that the buyer expects to be in the business at completion. If the business is delivered with more working capital than the peg (a surplus), the seller receives additional consideration. If delivered with less (a shortfall), the buyer receives a price reduction. Getting the peg right — based on a thorough analysis of historical working capital seasonality and trends — is one of the most commercially significant aspects of deal structuring. A peg set too high hands the seller a windfall; too low hands it to the buyer. Disputes about working capital are among the most common post-closing conflicts in M&A, and they are almost always resolved in favour of the party with better financial analysis.
A Purchase Price Allocation (PPA) is required under IFRS 3 — Business Combinations — whenever one company acquires another. The total price paid for the acquisition must be allocated across all of the identifiable assets and liabilities of the acquired company at their fair values on the acquisition date, with any residual amount recorded as goodwill. This is not optional. If you have acquired a business and are preparing IFRS financial statements, you are required to have performed a PPA. Many UAE businesses complete acquisitions and then record everything as goodwill — which is incorrect under IFRS 3 and will be challenged by external auditors. Identified intangible assets (such as customer relationships, brand, and technology) must be separately recognised and amortised, which affects future reported profits. We perform PPAs that are technically rigorous, auditor-ready, and completed within the 12-month IFRS 3 measurement period.
The answer is almost always: earlier than you think. A UAE IPO on the DFM or ADX requires a minimum of 3 years of audited IFRS financial statements, a Working Capital Report confirming sufficient liquidity for 12–18 months post-listing, and a financial reporting infrastructure capable of meeting the ongoing obligations of a listed company. Building this from scratch typically takes 18–36 months. Businesses that begin the process 6 months before their intended listing date consistently encounter delays, discover historical accounting issues that need to be restated, and face the pressure of compressing a multi-year preparation into an unrealistic timeline. An IPO readiness assessment — understanding precisely what gaps exist between your current financial infrastructure and listing requirements — is the most valuable first step, and the earlier it is taken, the more options management has to address the findings.
Financial restructuring is a voluntary process — the company and its creditors agree to modify the terms of existing obligations (extending maturities, reducing interest rates, converting debt to equity, or partial write-offs) to give the business a sustainable capital structure and a genuine opportunity to recover. It is conducted out of court and is the preferred outcome for all parties, because it typically preserves more value than formal insolvency. Insolvency is a formal legal process — initiated when a company is unable to pay its debts as they fall due or when its liabilities exceed its assets — governed in the UAE by Federal Law No. 9 of 2016 on Insolvency (as amended). Insolvency involves court proceedings, the appointment of official administrators or trustees, and a structured realisation of assets for the benefit of creditors. Financial restructuring, when pursued early and with credible financial analysis, avoids insolvency in the majority of cases. The earlier restructuring conversations begin — ideally before covenant breaches or missed payments — the wider the range of available options and the better the outcomes for all parties.
Valuation multiples in the UAE vary significantly by sector, business quality, growth profile, and market conditions — and there is no single "right" multiple. As a general framework: high-quality recurring-revenue businesses (technology, healthcare, professional services) typically trade at EV/EBITDA multiples of 8x–15x or more. Industrial and trading businesses with stable but less differentiated cash flows typically range from 4x–8x EBITDA. Real estate and asset-heavy businesses are often valued on a net asset value (NAV) basis rather than earnings multiples. Early-stage or high-growth businesses without stable EBITDA are typically valued on revenue multiples or discounted future cash flow. UAE-specific factors — free zone structures, reliance on key-person relationships, concentration of revenue with a small number of customers, and the absence of a long track record of IFRS-compliant financial statements — can all compress multiples relative to comparable businesses in more developed markets. Our valuations are grounded in observable market data and adjusted for business-specific factors with transparent, documented reasoning.
Working on a deal or raising capital?
Whether you are buying, selling, raising funds, restructuring, or simply need an independent valuation — our Deals & Advisory team is ready to help. No obligation — just a focused conversation about your situation.
