Three weeks ago, in Omaha, Nebraska, something quite extraordinary happened. For the first time in decades, Warren Buffett — the most celebrated investor of our era — sat in the arena as a spectator while someone else ran the show.

The Peter Warren–Wakeling transaction is a textbook example of a well-structured deal caught in the slow lane — not by market conditions, but by the machinery of government approval.

Half of all M&A deals fail to deliver the value buyers expected. This isn’t bad luck. It’s a strategic problem

You’ve built something that works. Now you’re trying to decide whether to hand it to family or sell it to

Most business exits fail because the owner started preparing when they should have been signing contracts. You can’t fix three

Over nearly four decades advising business owners, one pattern stands out more than any other. The best decisions — the ones that genuinely changed the trajectory of a business — were rarely made by spreadsheet alone.

Australia's commercial cleaning sector is a significant and growing part of the economy. According to IBISWorld, the sector generates over $20 billion in annual revenue, is supported by more than 44,000 businesses, and employs over 209,000 people nationwide.

Here’s the uncomfortable truth: your business might be profitable, growing steadily, and generating solid cash flow—but still be nearly impossible

Most business exits disappoint. Not because the business failed, but because the owner started planning too late. By the time

We recently facilitated the acquisition of IUP by Ambor Structures — and we think this deal says something important, not just about two companies finding a good fit, but about the broader conditions shaping mid-market M&A activity right now.