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Amsterdam, Netherlands M&A, Venture Capital
Manager
3 years experience
  • Management Due Diligence
  • Financial Modeling
  • M&A
  • Financial Analysis
  • +4
Hire Richard
Hannover, Germany M&A
Manager
10 years experience
  • Management Due Diligence
  • Financial Analysis
Hire Ömer
Madrid, Spain M&A
Analyst
1 years experience
  • Management Due Diligence
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +3
Hire Maria
Paris, France Strategy, M&A
Associate
4 years experience
  • Management Due Diligence
  • Financial Modeling
  • Business Strategy
  • M&A
  • +7
Hire David
London, UK M&A, Private Equity
Associate
6 years experience
  • Management Due Diligence
  • Financial Modeling
  • M&A
  • Corporate Finance
  • +6
Hire Giles
Washington DC-Baltimore Area Strategy, M&A
Manager
6 years experience
  • Management Due Diligence
  • Financial Modeling
  • Business Strategy
  • M&A
  • +5
Hire Peter
Atlanta, GA, USA Strategy, M&A
Associate
4 years experience
  • Management Due Diligence
  • Financial Modeling
  • M&A
  • Financial Analysis
  • +4
Hire Ryan
United States of America Strategy, M&A
Associate
4 years experience
  • Management Due Diligence
  • Financial Modeling
  • Business Strategy
  • M&A
  • +8
Hire Nikhil
Management Due Diligence consultants help buyers in an M&A process to uncover risks related to the target's management, such as financial structure, legal history, capabilities, and operations.

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Frequently asked questions

What clients usually engage your Management Due Diligence Consultants?

We work with clients from all over the world. Our clients range from enterprise and corporate clients to companies that are backed by Private Equity or Venture Capital funds. Furthermore, we work directly with Family Offices, Private Equity firms, and Asset Managers. Most of our enterprise clients have dedicated Corporate Development, M&A, and Strategy divisions which are utilizing our pool of Management Due Diligence talent to add on-demand and flexible resources, expertise, or staff to their in-house team.

How is Fintalent different?

Fintalent is not a staffing agency. We are a community of best-in-class Management Due Diligence professionals, highly specialized within their domains. We have streamlined the process of engaging the best Management Due Diligence talent and are able to provide clients with Management Due Diligence professionals within 48 hours of first engaging them. We believe that our platform provides more value for Corporates, Ventures, Private Equity and Venture Capital firms, and Family Offices.

Our Hiring Process – What do ‘Community-Approach’ and ‘Invite-to-Apply’ mean?

‘Invite-to-Apply’ is the process by which we shortlist candidates for the majority of projects on our platform. Often, due to the confidential nature of our clients’ projects, we do not release projects to our whole platform but using the matching technology and expertise of our internal team we select candidates who are the best fit for our clients’ needs. This approach also ensures engagement with our community of professionals on the Fintalent platform, and is a benefit both to our clients and independent professionals, as our freelancers have direct access to the roles best suited to their skills and are more likely to take an interest in a project if they have been sought out directly. In addition, if a member of our community is unavailable for a project but knows someone whose skill set perfectly fits the brief, they are able to invite them to apply for the role, utilizing the personal networks of each talent on our platform.

Which skills and expertise do your Fintalents have?

The Fintalents are hand-picked and vetted Management Due Diligence professionals, speak over 55 languages, and have professional experience in all geographical markets. Our Management Due Diligence consultants’ experience ranges from 3+ years as analysts at top investment banks and Strategy consultancies, to later career C-level executives. The average working experience is 6.9 years and 80% of all Fintalents range from 3-12 years into their careers.

Our Management Due Diligence consultants have experience in leading firms as well as interfacing with clients and wider corporate structures and management. What makes our Management Due Diligence talent pool stand out is the fact that they have technical backgrounds in over 2,900 industries.

How does the screening and onboarding of your Management Due Diligence talent work?

Fintalent.io is an invite-only platform and we believe in the power of referrals and a closed-loop community. Members of our community are able to invite a small number of professionals onto the platform. In addition, our team actively scouts for the best talent who have experience in investment banking or have worked at a global top management consultancy. All of our community-referred talent and scouted talent are subject to a rigorous screening process. As such, over the last 18 months totaling more than 750 hours of onboarding calls, of which only 40% have received an invite-link after the call.

What happens if I am not satisfied with my Management Due Diligence consultant’s work?

During your initial engagement with a member of our Fintalent talent pool with no risk. If you are not satisfied with the quality of your hire for any reason then we are able to find a replacement at short notice. There is no minimum commitment per project, but generally projects last at least 5 days and can last 12+ months.

We are a community-based M&A staffing platform.

With our platform, you can fill full-time M&A roles, or staff your team with a Management Due Diligence expert when you need an extra hand.

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Everything you need to know about Management Due Diligence

What is Management Due Diligence?

Management due diligence is the process of reviewing and assessing a company, either for the purpose of acquiring it or to better assess their value. It requires an in depth understanding and analysis of the company’s financial structure, operations, legal history and other relevant areas. As observed by Fintalent’s management due diligence consultants, small companies are at risk from fraudsters as well as from large companies who may want to buy them outright.

The main goal of performing a financial due diligence is to assess the financial health of a company. It is an analytical procedure, which involves thorough examination and verification, on the part of the buyer, of the financial statements, busi-ness plan and any business projections prepared by the seller or management. The analysis also involves a similar examination by the parties to determine if there will be any problems after closing.

Any business that is up for sale will have certain strengths and weaknesses with respect to its finances and business structure. By performing this assessment, potential buyers can identify any weak areas that need correction before proceeding with offers or negotiating terms.

Managers should conduct Managing Due Diligence in order to understand:

  1. The business needs for which they are responsible
  2. Information about competitors
  3. Opportunities for improvement or other improvements
  4. To meet their requirement of managing risk management and mitigate “risk before it happens”.
  5. To ensure they are making sound decisions based on the facts and information available to them.

There are three main objectives of Management Due Diligence:

  1. To understand all aspects of the business that may have an impact on its success
  2. Evaluate the environment and identify risks
  3. Identify opportunities to improve performance in both the short-term and long-term

The results of due diligence can be used as a management tool for decision-making by identifying weaknesses that need to be addressed for future success (e.g., operational gaps or other issues) or by providing identification of strengths that should be maintained and fixed from any potential threats (e.g., competitive intelligence).

Due diligence for an acquisition is a process that most companies undertake before purchasing a business. This process allows the buyer to make sure that the business they are purchasing is worth the price being offered by investigating the strengths and weaknesses of the business, as well as its operations, competitors and customers. Due diligence is typically conducted by an organization’s management and legal teams, but could be conducted by a third party, such as an investment bank or law firm. Due diligence may be limited to “process”, operational due diligence or a more detailed “financial” due diligence.

Conducting a management due diligence helps companies to make informed business decisions by identifying any issues or risks, as well as opportunities for the future. It is usually part of a wider process known as corporate risk management and may include conducting, for example, a financial business review or risk assessment. Management due diligences help companies be proactive in dealing with possible issues before they develop into problems. This supports the creation of an environment that encourages proactive behavior and reduces the likelihood of individuals making hasty decisions(e.g., quitting their jobs with no alternatives).

When conducting a management due diligence, it is important to ensure that critical information is obtained.

Ways to ensure critical information is obtained

Typically, the first step in a management due diligence is an informal discussion with the current owner or manager of the business as they provide some background information regarding their company. In this initial meeting, the buyer’s team will discuss their goals and expectations for instance needs to improve operational efficiencies, reduce operating costs, and increase product sales. They will also review the financial status of the company and assess possible risks related to the purchase. If a deal is reached and the company is purchased, it will allow the buyer to examine the operations of the business. Once this process has been completed, it may reveal that the current owner or manager has not been completely honest about their business.

The second step in conducting a management due diligence is to complete a review of existing policies and procedures and evaluate how they are implemented and functioning. This will allow the buyer to understand how each department works individually as well as how they function collectively. This includes an examination of operational processes including: Accounting, Sales & Marketing, Human Resources, Sales & Service Support, Operations & Production and IT (Information Technology).

The third step in conducting a management due diligence is to conduct a formal financial due diligence. This is the process of verifying an individual’s financial position and that he/she has a sufficient capital base to run the business. It will also determine the value of their assets and liabilities. At this stage, it is important that everyone involved in the purchase are aware of each other’s financial position (e.g., corporations, banks, etc.) so that there are no surprises at tax time or when making financial decisions in regards to company expenditures or cash flows. If a deal is reached and the company is purchased, it will allow the buyer to examine the financial status of the company. Once this process has been completed, it may reveal that either: The existing manager or owner under reported their liabilities or they over estimated their assets.

The fourth step in conducting a management due diligence is to review any contracts and agreements which may be related to certain policies, procedures and operations. This may include examining or negotiating purchase of new equipment, contracts with suppliers, suppliers’ guarantees and warranties.

The fifth step in conducting a management due diligence is to evaluate the performance of key personnel by reviewing formal evaluations and interviewing them to determine issues or problems they may be having. This step is usually conducted through discussions with colleagues, team members, subordinates and managers. Shortcomings should be discussed and documented with key personnel and improvement plans should be developed for all areas which are lacking.

Based on the results of your Management Due Diligence, you can take Corrective Action Plan to fix any problem you found.

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Case studies

Want to become a Fintalent?

»I’ve experienced the struggle to staff talent with real industry expertise firsthand. Fintalent solves that gap with super fast staffing for M&A projects, and offers a sustainable project pipeline for professionals as well.«

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Valentín Rivas Vera
Strategy Director at Lyntia​

As a founder CEO, I’ve been evaluating our exit readiness and other options. Fintalent.io provided me with an expert who helped me to understand the value of our business. He took a closer look at our internal KPI and structures, to make sure we’re set up in the most professional way possible.

Bernd Bube
Bernd Bube
Founder & CEO, Advendio

»Inorganic growth is a big part of our strategy. We were looking for a global partner to help us with our buy-side M&A projects, and found Fintalent. From first contact to project start took less than 2 weeks. The quality of talent is exceptional. Now, we’re already talking to potential targets.«

Bart van Acker
Bart van Acker
CEO, QbD Group