{"id":2762,"date":"2026-06-01T10:35:36","date_gmt":"2026-06-01T10:35:36","guid":{"rendered":"https:\/\/sawaryn.com\/uslugi\/conducting-an-ma-transaction\/"},"modified":"2026-07-14T16:48:25","modified_gmt":"2026-07-14T16:48:25","slug":"conducting-an-ma-transaction","status":"publish","type":"service","link":"https:\/\/sawaryn.com\/en\/uslugi\/conducting-an-ma-transaction\/","title":{"rendered":"Conducting an M&A Transaction"},"excerpt":{"rendered":"

We manage the transaction from model selection and due diligence through negotiations, documentation, and closing. This enables the client to make decisions more quickly, better protect their interests, and avoid assuming risks they hadn\u2019t planned for. <\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"specialization":[1208],"practice_area":[],"class_list":["post-2762","service","type-service","status-publish","hentry","specialization-mergers-and-acquisitions-ma"],"acf":{"short_description":"We run the transaction from choosing the model and due diligence through negotiations, documentation and closing. So the client can decide faster, better protect their interest and avoid taking on risks they did not plan for.","full_description":"Buying or selling a company? Get the structure, risks and closing in order before mistakes start raising the cost of the transaction\n\nWe run the transaction from choosing the model and due diligence through negotiations, documentation and closing. So the client can decide faster, better protect their interest and avoid taking on risks they did not plan for.\n\nA modern business scene of a transaction meeting. On the table: organised documents, a process timeline and marked critical points. The frame should show calm, control and decisiveness - not \u201cred tape\u201d.\n

THE CLIENT'S PROBLEM<\/h2>\nIn transactions, the most expensive mistakes rarely begin at signing. They usually appear earlier: in a poorly chosen structure, unclear assumptions, badly scoped due diligence or risks named too late.\n\n\u201cA good transaction is not only a closed process. It is a well-set client position before negotiations, properly captured risks and terms that protect their interest after closing as well.\u201d\n\nIf you are buying a company, you want to know what you are really taking on and where you need to negotiate hard. If you are selling, you want to protect transaction value and not leave overly broad liability on your side. In both scenarios you need a partner who organises the process, simplifies decisions and makes sure chaos does not start costing at the end.\n

MOST COMMON PROBLEMS \/ CHALLENGES<\/h2>\nTile 1<\/strong>\n\nproblem: A poor transaction structure already narrows room for manoeuvre at the outset\n\npressures \/ risks: If you organise the transaction model, the parties' liability and the negotiation assumptions too late, it becomes harder to regain control of the process later.\n\nWe help choose a structure matched to the client's goal, risk level and business realities. We give a clear recommendation, not a catalogue of options without a conclusion.\n\nBusiness benefit:<\/strong> a better starting point for negotiations and lower risk of costly corrections later.\n\nRisk of inaction:<\/strong> the client may enter a process that works against their interest from the start.\n\nTile 2<\/strong>\n\nproblem: Due diligence produces information but does not support decisions\n\npressures \/ risks: Without the right scope, priorities and interpretation, due diligence easily turns into a flood of data that slows the process instead of strengthening the client's position.\n\nWe organise the review scope, identify risks and translate findings into recommendations: what to accept, what to price, what to protect and what to renegotiate.\n\nBusiness benefit:<\/strong> the client decides faster and on a better footing.\n\nRisk of inaction:<\/strong> material risks disappear into the detail and negotiations lose their factual basis.\n\nTile 3<\/strong>\n\nproblem: The documentation is formally correct but poorly protects the client's interest\n\npressures \/ risks: What really costs after the transaction often sits in the price mechanics, liability, security packages, disclosure or closing conditions.\n\nWe prepare and negotiate documents against the real balance of power, business objectives and specific transaction risks.\n\nBusiness benefit:<\/strong> a better-protected client position before and after closing.\n\nRisk of inaction:<\/strong> the client signs documents that are correct but not sufficiently favourable.\n\nTile 4<\/strong>\n\nproblem: Closing is approaching fast and the process starts to fall apart\n\npressures \/ risks: With many advisers, alignments and dependencies, the end of the process can create delays, formal errors and unnecessary tension on both sides.\n\nWe watch conditions precedent, documents, consents, checklists and the next steps through to closing.\n\nBusiness benefit:<\/strong> a smoother closing and fewer risks on the final stretch.\n\nRisk of inaction:<\/strong> a delayed finish, organisational chaos and problems that return after signing.\n

HOW OUR SOLUTION WORKS<\/h2>\nA concrete scope of support at every stage of the transaction\n\nThis service is not limited to reviewing documents. The client gets an organised process, clear recommendations and concrete deliverables that help move from analysis to a secure closing.\n\nSetting the transaction structure and priorities<\/strong>\n\nWe establish the client's goal, key assumptions, constraints and the points that should not be conceded in negotiations.\n\na recommended course of action and a map of transaction priorities.\n\nTransaction model recommendation<\/strong>\n\nWe compare possible variants, including share deal and asset deal, from the perspective of risk, liability and practical business consequences.\n\na clear structure recommendation with rationale.\n\nOrganising the process and roles<\/strong>\n\nWe define the process logic, roles on the client and adviser sides, dependencies between stages and the critical points.\n\na process plan with timeline and responsibilities.\n\nDue diligence coordination<\/strong>\n\nWe organise the review scope, document handling and interpretation of findings so that due diligence supports decisions and negotiations.\n\na synthetic list of risks, topics to protect and points to renegotiate.\n\nNegotiations and transaction documentation<\/strong>\n\nWe prepare and negotiate transaction documents, covering price, liability, security packages, disclosure and closing conditions.\n\na document set matched to the client's interest and the transaction stakes.\n\nClosing<\/strong>\n\nWe guide the client through conditions precedent, consents, corporate documents, checklists and the actions needed to sign and close.\n\nan organised closing and readiness to finalise the process.\n\nPost-transaction actions<\/strong>\n\nWe follow through on post-closing actions so that the agreements are not left ending at the signature.\n\nan implementation action list and greater order after the transaction.\n

WHO THIS SERVICE IS FOR<\/h2>\nFor companies that want to run a transaction efficiently, consciously and with control over risk\n\nThis service is for clients who plan to buy or sell a company and don't want chaos, chance or a poorly set process to decide the transaction outcome.\n\nMini-case 1 - for Olek<\/strong>\n\nYou are on the buyer's or seller's side and pace matters to you. You don't want weeks of analysis without a conclusion. You want to know quickly which structure makes sense, where the real risks sit and how not to lose process momentum.\n\nWhy this is for you:<\/strong> you get concrete recommendations, efficient negotiation leadership and a partner who understands that timing also affects transaction value.\n\nMini-case 2 - for Bob<\/strong>\n\nYou sit on the management board, own the process outcome and want control without entering every detail. You want a predictable course, clear recommendations and containment of risks that may return after signing.\n\nWhy this is for you:<\/strong> you get order, priorities and a calmer decision-making process.\n\nMini-case 3 - for Zosia<\/strong>\n\nYou coordinate the process on the company side, tying together documents, deadlines and communication with advisers and the other party. You need clear steps, materials to share onwards and less operational chaos.\n\nWhy this is for you:<\/strong> you get a readable process, a single point of contact and support that makes work inside the organisation easier.\n

STAGES OF WORK<\/h2>\nCooperation that gives control from the first conversation to closing\n\nThis process should be simple and predictable not only legally but also organisationally. That is why it is clear from the start what we need from the client, what we handle on our side and what the next step will be.\n\nStage 1. Opening conversation and setting priorities<\/strong>\n\nAt the start we understand the transaction context, the process stage, the main tensions and the decisions that need to be taken first.\n\nWhat the client gains:<\/strong> a quick organisation of the situation and a clearer picture of what really needs attention now.\n\nStage 2. Building the strategy and process plan<\/strong>\n\nWe set the operating structure, scope of work, sequence of steps, information flow and the most important negotiation points.\n\nWhat the client gains:<\/strong> greater predictability and less chaos on their side.\n\nStage 3. Running the transaction<\/strong>\n\nWe support the client in due diligence, negotiations, documentation and day-to-day decisions, while keeping the whole process coherent.\n\nWhat the client gains:<\/strong> a stronger basis for decisions and a better-protected interest during negotiations.\n\nStage 4. Closing and following through on final actions<\/strong>\n\nWe run the closing and make sure all agreements and formalities are completed after signing as well.\n\nWhat the client gains:<\/strong> a smooth end to the process and fewer risks that could return later.","icon":null,"order_within_specialization":0,"flexible_content":[{"acf_fc_layout":"hero","section_header":{"section_header":{"eyebrow":"","heading":"Kupujesz lub sprzedajesz sp\u00f3\u0142k\u0119? Uporz\u0105dkuj struktur\u0119, ryzyka i closing zanim b\u0142\u0119dy zaczn\u0105 podnosi\u0107 koszt transakcji","heading_highlight_mode":"split","heading_split":{"small_part_text":"Buying or selling a company? ","strong_part_text":"Get the structure, risks and closing in order before mistakes start raising the cost of the transaction.","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"We run the transaction from choosing the model and due diligence through negotiations, documentation and closing. So the client can decide faster, better protect their interest and avoid taking on risks they did not plan for.","":null,"heading_tag":"h1","heading_style":"hero","alignment":"left"}},"actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":{"title":"Discuss your planned transaction","url":"#contact","target":""},"variant":"primary","icon":"arrow","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"media":{"media":{"image":"","mobile_image":"","object_position":"center","object_position_custom":""}},"section_meta":{"anchor_id":"","is_enabled":true},"variant":"split","mobile_body_card":false},{"acf_fc_layout":"person_cta","person":2695,"section_header":{"section_header":{"eyebrow":"","heading":"In transactions, the most expensive mistakes rarely begin at signing. They usually appear earlier: in a poorly chosen structure, unclear assumptions, badly scoped due diligence or risks named too late.","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"A good transaction is not only a closed process. It is a well-set client position before negotiations, properly captured risks and terms that protect their interest after closing as well.\n\n ","":null,"heading_tag":"h2","heading_style":"compact","alignment":"left"}},"carousel_settings":{"carousel_settings":{"autoplay_mode":"default","autoplay_delay":6.5}},"actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}}},{"acf_fc_layout":"expandable_box","section_header":{"section_header":{"eyebrow":"CHALLENGES","heading":"The most common problems we solve","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"problem_title":"A poor transaction structure already narrows room for manoeuvre at the outset","teaser_description":"If you organise the transaction model, the parties' liability and the negotiation assumptions too late, it becomes harder to regain control of the process later.","solution_title":"","solution_description":"

We help choose a structure matched to the client's goal, risk level and business realities. We give a clear recommendation, not a catalogue of options without a conclusion.<\/p>\n\n

Business benefit:<\/strong> a better starting point for negotiations and lower risk of costly corrections later.<\/p>\n\n

Risk of inaction:<\/strong> the client may enter a process that works against their interest from the start.<\/p>","icon":"","accent":"pink","open":false},{"problem_title":"Due diligence produces information but does not support decisions","teaser_description":"Without the right scope, priorities and interpretation, due diligence easily turns into a flood of data that slows the process instead of strengthening the client's position.","solution_title":"","solution_description":"

We organise the scope of the review, identify risks and translate findings into recommendations: what to accept, what to price, what to protect and what to renegotiate.<\/p>\n\n

Business benefit:<\/strong> the client decides faster and on a better footing.<\/p>\n\n

Risk of inaction:<\/strong> material risks disappear into the detail and negotiations lose their factual basis.<\/p>","icon":"","accent":"violet","open":false},{"problem_title":"The documentation is formally correct but poorly protects the client's interest","teaser_description":"What really costs after the transaction often sits in the price mechanics, liability, security packages, disclosure or closing conditions.","solution_title":"","solution_description":"

We prepare and negotiate documents against the real balance of power, business objectives and specific transaction risks.<\/p>\n\n

Business benefit:<\/strong> a better-protected client position before and after closing.<\/p>\n\n

Risk of inaction:<\/strong> the client signs documents that are correct but not sufficiently favourable.<\/p>","icon":"","accent":"blue","open":false},{"problem_title":"Closing is approaching fast and the process starts to fall apart","teaser_description":"With many advisers, alignments and dependencies, the end of the process can create delays, formal errors and unnecessary tension on both sides.","solution_title":"","solution_description":"

We watch conditions precedent, documents, consents, checklists and the next steps through to closing.<\/p>\n\n

Business benefit:<\/strong> a smoother closing and fewer risks on the final stretch.<\/p>\n\n

Risk of inaction:<\/strong> a delayed finish, organisational chaos and problems that return after signing.<\/p>","icon":"","accent":"orange","open":false}],"section_meta":{"anchor_id":"","is_enabled":true}},{"acf_fc_layout":"box_variants","variant":"process-detail","section_header":{"section_header":{"eyebrow":"OUR SOLUTION","heading":"A concrete scope of support at every stage of the transaction","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"This service is not limited to reviewing documents. 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Get it organised before risks start narrowing your options","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"On the first call we will help organise three key issues: the transaction structure, the main risks to protect against and the nearest decisions needed before negotiations or closing.\n\nDescribe in 3 points the planned transaction, the process stage and the main doubt. 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