ma-screener

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):

1. DCF: use WACC 10-14%, terminal growth 2-3%
2. EV/EBITDA comps: sector median ± 20%
3. 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.