It’s easy to neglect a stakeholder group, particularly if that stakeholder group isn’t one that you have frequent direct interaction with, or they don’t play a direct role in a particular project or transaction that you’re working on. But every stakeholder has a role to play at some stage In any project, transaction or strategy and it is important that they are front of mind from the outset.

Founders have naturally dedicated countless years toward building a successful product or service offering and raising capital. Once they have kicked some huge goals in both fields, M&A is now on their radar. While every situation is different, I thought to consolidate some general principles which I think are good practice and should have broad application for start-ups considering M&A.

From my experience as a legal secretary and a very hands-on executive assistant, I have supported multiple M&A integration, separation and due diligence workstreams. However, I had not led a project as complex, as time sensitive or as nuanced as a wind up and I found myself managing this project over the course of 5 months.

While the Board and management and deal advisors may all be clear what the strategic rationale for the transaction is along the way, if this is not communicated to the wider business, particularly those responsible for the technical, cultural and operational aspects then all those strategic benefits may be erased and much of the deal value can be eroded.