In the high-stakes arena of mergers and acquisitions, strategic preparation and experienced guidance are indispensable. Steven H. Nigro, a seasoned investment banker with over 300 successful transactions to his name, shares practical insights into maximizing deal value. His approach centers on institutional readiness, precise communication, and steadfast leadership throughout the process.
Institutionalize Before You Monetize
One of the most common missteps business owners make, according to Nigro, is failing to institutionalize their operations prior to a sale. “The most important thing is to prepare your company for a sale well before the process of selling” he advises. Too often, owners are absorbed in the day-to-day and overlook building an efficient infrastructure that eases transition and instills buyer confidence.
Nigro urges business leaders to adopt a big-company mindset, regardless of size. “Operate like a larger platform. Think of yourself as a public company: issue reports, prioritize financial reporting, and implement internal controls,” he recommends. These foundational practices not only improve operations, but also generate the type of clear, credible data that buyers value during due diligence. “I like the clients who come prepared,” Nigro shares. “But when we get it right for someone who wasn’t ready, that’s when you hear, ‘I couldn’t have done this without you.’” He recalls one standout case: an industry-leading insurance brokerage that lacked internal structure. His team rapidly documented processes, installed controls, and formalized reporting. “We got the deal done because of those changes,” Nigro notes. Without this effort, the sale could have been delayed or lost.
Avoiding Common Pitfalls in Deal Negotiation
A well-prepared deal can still falter due to preventable missteps. Nigro highlights several common errors: inadequate information disclosure, poor timing, and miscommunication. “We see data shared too early, or without context, leading to misinterpretation,” he explains. The antidote? Trust in seasoned advisors. “That’s where our execution team shines, running efficient processes is what we do”. With this trust, Nigro’s firm can guide clients through a structured process, reducing risk, maintaining momentum, and improving outcomes.
Managing Deal Fatigue
M&A transactions can be marathon efforts, often stretching emotional and mental endurance. “Every client is exhausted by the end,” Nigro acknowledges. “We coach them through it. ‘If it is the wrong deal, I won’t let my clients do it. But if they are tired and cranky, I am not letting them off the hook. They hired me to transact on the right deal and I am going to close it. Then they can rest!” His ability to juggle numerous complex deals speaks to the resilience required in investment banking. “It’s not for everyone. You have to be both proactive and reactive, ready for anything, and steady under pressure.”
Embracing Technology in a Changing M&A Landscape
Despite being a veteran, Nigro is far from tech-averse. In fact, he’s an advocate for integrating tools like artificial intelligence to streamline workflows and enhance analysis. “At my age, I’m not supposed to embrace technology,” he jokes, “but tools like ChatGPT make my job easier and will be transformative to our industry”. By incorporating AI into his practice, Nigro’s firm improves efficiency, sharpens deal
structuring, and keeps pace with the evolving M&A environment. For those willing to adapt, the future holds a competitive edge.
Closing Thoughts
Steven H. Nigro’s expertise in M&A underscores the power of preparation, professional guidance, and adaptability. Whether institutionalizing operations, navigating deal complexities, or leveraging emerging technologies, his strategies empower clients to
achieve the best possible outcomes.
To follow more insights on M&A and strategic business planning, connect with Steven H. Nigro on LinkedIn.
