The Importance of Culture in Acquisitions

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If you get snapped up by one of the big three, it feels like it's a given that there's going to be either retention incentives or earnouts. The main talent and maybe the people who were, had only barely started at the company that got acquired. They don't really know any better, but anybody who was saying, I'm in a 10,000 person company and the vacation request system is, is ridiculous. It seems like no, money changed hands. And then slowly people left and there's no vestige left of it (at acquiring company)

There comes a time in every analyst's career where they consider starting up their own consultancy. Or, if not that, then at least joining an agency or a consultancy. The nature of most businesses is to grow, and with growth comes the potential for an "exit." This episode dives into that world in an attempt to demystify some of the ins and outs of the acquisition of analytics consultancies, from the owners' perspectives, employees' perspectives, and acquiring companies' perspectives. Since these are all perspectives that none of your dear co-hosts really have, Bob Morris, the co-founder and managing partner for Bravery Group, joined us for a discussion of EBITDA, TTM, CIMs, and even aspects of the space that are not captured by acronyms! For complete show notes, including links to items mentioned in this episode and a transcript of the show, visit the show page.