| name | ma-screener |
| description | M&A due diligence screening. Given a target company, runs a structured 5-workstream due diligence: financial, strategic, legal/regulatory, operational, and synergy analysis. Outputs a DD summary with red flags, valuation range, and go/no-go recommendation.
|
M&A Due Diligence Screener
Trigger phrases
- "TUPRS satın alma analizi yap"
- "Due diligence: [şirket]"
- "M&A screening for [company]"
- "Acquisition target analysis: [ticker]"
- "Birleşme ön inceleme: [şirket]"
Phases
Phase 1 — Target identification
Identify: company name, ticker, exchange, sector, headquarters, ownership structure.
Fetch via WebSearch: recent news, press releases, regulatory filings.
Phase 2 — Financial DD
Income statement review:
- Revenue CAGR (3-year)
- EBITDA margin trend
- Net income consistency
- Earnings quality: cash conversion ratio (CFO/Net Income) > 0.8 = good
Balance sheet health:
- Net debt / EBITDA (< 3× = manageable)
- Current ratio (> 1.2 = OK)
- Goodwill / total assets (> 40% = risk)
- Off-balance-sheet liabilities (operating leases, contingent liabilities)
Cash flow:
- Free cash flow yield
- CapEx intensity (CapEx / Revenue)
- Working capital cycle
Valuation range (3 methods):
- DCF: use WACC 10-14%, terminal growth 2-3%
- EV/EBITDA comps: sector median ± 20%
- Precedent transactions: recent sector M&A multiples (WebSearch)
State implied equity value range and compare to current market cap.
Phase 3 — Strategic DD
- Market position: market share, competitive moat (cost/switching/network)
- Growth vectors: organic (product/geo expansion) vs inorganic
- Customer concentration: top 10 customers > 50% revenue = risk
- Technology / IP: patents, proprietary systems, digital maturity
- Strategic fit with acquirer (if specified): cost synergies, revenue synergies, time-to-realize
Phase 4 — Legal & Regulatory DD
Research via WebSearch:
- Pending litigation (securities fraud, antitrust, environmental)
- Regulatory approvals needed (competition authority, sector regulator)
- Sanctions / compliance issues
- Related-party transactions (board, major shareholders)
- Change-of-control provisions (debt covenants, key contracts)
Flag each as: 🔴 Deal-breaker | 🟡 Material risk | 🟢 Manageable
Phase 5 — Operational DD
- Management quality: tenure, track record, retention risk post-deal
- IT systems: legacy risk, cyber security incidents
- ESG: environmental liabilities, governance score, social controversies
- Supply chain: single-source dependencies, geographic concentration
- HR: headcount trend, key-person dependency, union relations
Phase 6 — Synergy analysis
Cost synergies (typically realizable):
- Overlapping functions (G&A, procurement, logistics): estimate 2-5% of combined revenue
- Facility consolidation
- Technology rationalization
Revenue synergies (higher risk, longer horizon):
- Cross-sell / upsell to combined customer base
- Geographic expansion
- Bundled offering premium
State: year-1, year-2, year-3 phased synergy ramp; NPV at 12% discount rate.
Phase 7 — Red flags summary
Score each workstream 1-5 (5 = clean):
| Workstream | Score | Top risk |
|---|
| Financial | | |
| Strategic | | |
| Legal/Regulatory | | |
| Operational | | |
| Synergies | | |
| Overall | | |
Phase 8 — Go / No-Go recommendation
Synthesize: valuation vs price, strategic fit, risk profile, synergy NPV.
State: GO | CONDITIONAL GO (with specific remedies) | NO-GO (with reasons).
Phase 9 — Output
Write output/ma-<company>-<YYYYMMDD>.md:
# M&A Due Diligence: <Company>
## Executive Summary & Recommendation
## Financial DD
## Strategic DD
## Legal & Regulatory DD
## Operational DD
## Synergy Analysis
## Valuation Range
## Red Flags
## Next Steps (if GO)
Disclaimer: This is a desktop/public-information DD only. A real transaction
requires legal, accounting, and regulatory expert review. Not investment advice.
