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Keys to a Successful Corporate Acquisition: A Roundtable Discussion
Editor's Note: Buy-side acquisitions can be a critical component of a company's growth strategy. Yet, multiple studies estimate that the failure rate for target integration can be as high as 70%-90%. The due-diligence process presents a key opportunity to gather detailed business and legal information that can be leveraged to produce a better target integration process resulting in less breakage and also that better identifies transactions that should not be done. In this roundtable conversation, Maureen S. Dorney , Managing Partner, Paradigm Counsel LLP; Douglas Solomon , SVP, General Counsel and Secretary of NetSuite, Inc.; and Joseph Fung , VP HCM Products, NetSuite, Inc., discuss ways to conduct a new level of diligence and how this leads to a more effective integration process. Editor-in-Chief Adam Schlagman serves as the Moderator.
Acquisitions are an important element of many companies' business strategies. How early in the process do you advise that the legal department and outside legal advisers be brought into the process?
Doug Solomon: We believe both the internal and outside legal team should be brought in relatively early. Our internal legal team works closely with corporate development, product, executive management and other departments on acquisitions, and we have a cross-functional team that meets regularly to discuss past deals, deals in process and deals we are currently prospecting so we are aware of deals early, have a good view of the larger context, and can provide advice on structure or direction early on.
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