Lessons from more than 35 acquisitions — what makes good advisory actually work.
Aman Bhardwaj brings a rare combination of corporate advisory expertise and real-world entrepreneurial experience. Having completed more than 35 business acquisitions across the UK, his work spans transactions, valuations, due diligence, funding, and fractional CFO support.
There wasn't one single defining moment. My career has developed over time through the deals I've worked on, the people I've learned from, and the clients I've advised. Every transaction teaches you something — including deals that didn't go ahead or didn't turn out as planned.
We've acquired more than 35 businesses for our own group, which means we are acquirers first and advisers second. The reality of an acquisition doesn't end at completion. The real challenges usually come later — integrating people, systems, culture, and retaining clients.
Because of that experience, we advise clients by looking at the full picture: financial, operational, commercial, and technology aspects together. Most importantly, we always try to see the deal from the client's point of view.
On the sell side, many owners start preparing too late and focus on the headline sale price rather than what they will actually take home. On the buy side, buyers often underestimate how difficult integration can be after completion. Challenges around people, systems, culture, and clients are where value is often lost.
It means being involved from the very beginning and staying close throughout. We work alongside our clients as partners, staying available as decisions come up. On the buy side, this often means helping with multiple deals and guiding clients on buy-and-build strategies.
The right adviser can make a real difference. Risk is always part of a deal — it can't be removed, only managed. That means identifying risks early and protecting yourself through clear agreements and honest conversations.
It's not a choice between speed and quality. With experience, you learn where to focus your attention — identifying real issues early, dealing with them properly, and keeping momentum without unnecessary delays.
For most founders, their business is their life's work. I help clients look beyond the headline valuation to understand what they'll actually receive, how secure the payments are, and how the deal is structured. When founders see the full picture, decision-making becomes much clearer.
Ideally, as soon as they start thinking about buying or selling — even if it's just an idea. Other signs include uncertainty around valuation, deal structure, or risk, or when opportunities are coming faster than they can properly assess.
