Press & Publications

JFA in the News

Key Success Drivers In Deal Negotiations: Part III in Acquisition Strategy Series

CFO Leadership Council

June 2018

Team Formation: Part II in The Acquisition Strategy Series

CFO Leadership Council

May 2018

Acquisition Strategy: 3 Questions You Need To Prepare For

CFO Leadership Council

April 2018

Strategic, Organizational, and Technical Surpirses: Essential Preparation for Successful M&A

CIO Review

May 2017

Anticipating post-closing M&A surprises

Directors & Boards

Third Quarter 2016

Primer on Private Equity

Deal Lawyer

Sept 2016

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Which Investors Like Which Risks?

Deal Lawyer

May 2016

Mid-market M&A: The Valuation Gap

 Firmex/MergerMarket

March 2016

Mergers & Acquisitions: Middle-Market Wrap-Up

Forbes

March 2016

A Russian Proverb Explains Investor Approaches to Risk Management

Deal Lawyer

March/April 2016

Providing Effective, Practical Counsel Regarding Deal Surprises

Deal Lawyer

August 2015

Anticipating Acquisition Surprises

Acquisition International

July 2015

Be Ready for Surprises: Anticipating Astonishments and Shocks in Cross-border Acquisitions

Intercontinental Finance

May 2015

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Kison Patel, CEO of DealRoom, talks with Joe Feldman about diligence checklists, company inconsistencies, and post-close surprises.

July 2018

Podcast Summary
Middle Markets
Tom Stewart, Executive Director of the National Center for the Middle Market, talks with Joe Feldman about surprises during the M&A process.

February 2018

Jenny Hammond, London-based World Finance, interviews Joe Feldman on acquisition trends, due diligence, synergies, cross border deals

April 2015

Acquisitions Surprises: Best Practices for Preparation and Risk Management

The Journal of the International Machinery & Technical Specialties Committee of the American Society of Appraisers; 2nd quarter 2015

Meet EnterpriseWorks Chicago Entrepreneur In Residence: Joe Feldman

University of Illinois at Chicago; Office of Vice President for Research

March 2015

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Publications - Middle Market

Middle Market Acquisitions: What’s So Hard?©

May 2012

 

Seventy Voices of Experience on Meeting the Challenges of Middle Market Acquisitions. Findings from an Online Interview of Middle Market Executives, Investors, and Advisors.

Thinking About Thinking About Selling Your Business®: Maximizing value from the sale of a privately-owned business

  • Three questions of prospective buyers

  • Essential preparations to sell

  • Assembling your team

  • Presenting the opportunity

  • Satisfying due diligence

  • Where should an owner focus?

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Middle Market Acquisitions: If I Had Only Known©

March 2015

 

Actionable recommendations for anticipating and preparing for inevitable deal surprises. Learnings from online interviews with over 80 executives and advisers, plus 3 in-depth interviews.

 

A Briefing for Owners of Middle Market Companies on Private Equity Firms as Potential Acquirers/Investors

  • Top Reasons Private Equity Firms Invest in Middle Market Companies 

  • What to Look for in a Private Equity Investor 

  • What to Expect in a Sale Process 

  • By the Way, What’s a Private Equity Investor?

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Publications - Entrepreneurship

Financing Strategies for Growing Companies

  • Basics: equity and debt financing

  • Investors and risk profiles

  • Investors’ investors

  • Dilution

  • Agreeing on price

  • Non-dilutive capital

Hockey Sticks are for the NHL … Start-up company financial projections that matter

  • Value creation, risk reduction

  • Funding/cash required through launch, scale-up, and ongoing operation

  • Avoiding “hockey stick” projections

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Venture Validation

  • Essential elements:  product/service, talent, capital

  • Feasibility:  does it work; will they buy?

  • Customer view:  valuable, available, low-risk

  • "Build a better mousetrap..."?

  • Protecting uniqueness

  • Capital:  creating value, reducing risk

Bringing Breakthrough Technologies to Market: A primer on "channel to market"

  • Disruptive innovations

  • Reaching customers:  benefits/value, features, limitations

  • Case study:  Searle's aspartame sweetener

  • Channel to market

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Space