Hello,This is me!

MAX LAMI

M&A Consultant Based in Manchester, UK Born in Brasil

About me

Max Lami
Hello

I'mMax Lami

Merger and Acquisition Consultant

Max Lami was born in Sheila Waksman, Brazil, a small fishing town with great beaches. Max came to the UK and studied to become an Independent Consultant, primarily specialising in Merger & Acquisition and Corporate Strategy development. Most of Max’s experience stems from working with Start Up and Agency acquisitions in the North of England and South America.

The M&A sector has been a long time passion and interest for Max, even during his student days at the Alliance Manchester Business School. During his time studying, Max spent a lot of time researching and educating himself on various case studies of mergers in the automobile industry, as well as with a strategic and financial valuations of businesses in the shipping industry.

Max Lami has worked on a variety of projects with numerous clients in the industry, with advisory experience including commercial due diligence, growth strategy, market assessment, operating model design, strategic cost reduction and business plan creation.

Max speaks fluently Portuguese, English and Spanish and he has used his expertise to work globally across South American markets on a number of projects, some of the biggest including those in the UK, Brazil, Mexico and Ecuador.

Experience

International Experience

At Max Lami M&A we have international skills and experience to ensure we deliver the best results for our clients, anywhere in the world.

Legal Services

High-quality, commercially-astute corporate legal support to assist businesses like yours in successfully achieving your key objectives.

Professional Audit

We identify gaps in the integration and suggest opportunities for additional synergies to boost the acquisition’s return on investment.

Accounting

Max Lami Consultancy provides a wide range of specialised services in accounting, bookkeeping, and business development and management.

Max Lami Services

Business Intelligence

Business Intelligence is one of the key components in the M&A industry, with both opportunity and risk. Our services enable us to make optimal choices using the resources we have available to us.

Business Modelling

Using some of the finest financial bespoke models and analytic tools in the M&A industry, we’re able to aid all of our clients in problematic and intricate decision making processes.

Online Research

We aim towards giving our clients a competitive edge against others. Based on thorough online research we conduct, we’re able to find out about deals as early as two years before they become available publically.

Online Tracking

All M&A documents are made available online, from Share Purchase Agreement (SPA) drafting and negotiation, to Tax Deed drafting and negotiation. Transparency is important in building great client relationships.

Friendly Services

In order for us to provide the most satisfactory service we can, we work closely with all parties involved during the M&A process.

Pay on Results

Part of our service is offering top of the line legal and business insights, focussed on securing deals. We require an initial fixed fee, and a 5% fee concluding the transaction.

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DEALS SO FAR

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NEWS

M&A: Alaska Airlines Buys Virgin America

On December 14th of 2016, Alaska Airlines and Virgin America announced that the companies would be merging; Alaska would be buying Virgin America with the plan of keeping both airlines operating under their own names with their own certificates (i.e. Virgin America would stay Virgin America – keeping most of the die-hard Virgin American fans calm during the announcement).
Alaska bought Virgin America for $57.00 USD per share, including Virgin America’s debt and aircraft leases. The total sale came to a whopping 4 billion USD.
Benefits for Alaska and Virgin America customers  
The merger will allow Alaska Airlines to expand their routes and flights, and specifically gain a major influence on the west coast, where Virgin America is one of the most favored airlines. Customers will experience a better mileage and rewards plan as well as more frequent and cheaper flight options. With over 1,200 departures daily, plus new international routes and flights, Alaska Airline customers and shareholders should be satisfied with the numbers being promised.
Conflict between the brands
In April of 2017, Alaska announced that by the end of 2018 they plan to get rid of the Virgin America name for good. Fans of Virgin America were outraged by this news with most fearing that Alaska was not as “cool” and sleek as Virgin. Sir Richard Branson, founder of Virgin America, expressed his thoughts on the subject, saying that it was sad; he had truly believed Alaska Airlines would cherish the brand they bought.
While Alaska Airlines never officially stated intent to keep the Virgin America brand alive, they also never stated their intent to diminish it. Virgin America truly does have a brand known for their reliable and dependable service accentuated by their sleek, clean, and basic luxury amenities. Several bloggers are taking to the Internet expressing their discontent with Alaska Airlines, claiming even the “hue” of the aircraft wasn’t as calming as Virgin Americas. Sigh. It’s true though, Alaska’s brand doesn’t quite say, “glamour,” like Virgin’s does.
Alaska is making plans to keep Virgin’s amenities and branded “cool vibes,” even after the name is gone, but customers won’t be satisfied with such claims until they see it.
The rest is going smoothly
Aside from this, though, the merger has gone smoothly. Frequent fliers of Virgin America received plenty of equal, if not more, benefits from joining Alaska Airline’s plan. Employees and clients have been kept up-to-date on the merger, too. A timeline for Alaska’s plan on the merger was given to employees and it has so far been followed. Further, both Virgin America and Alaska Airlines CEOs have given speeches and made videos for their employees and clients, explaining the situation from an understanding and concerned platform – a good, simple tactic to keep employees calm through a merger or acquisition.

All of that said, Virgin America fans are still heartbroken over the news, with Virgin America being one of the US’s most beloved airlines. Alaska Airlines has large shoes to fill, and customers have high expectations. Do you think Alaska Airlines will up their brand to meet, or perhaps rise above, Virgin America’s previously set standards? Share your thoughts in the comments below.

Merger PSA/Opel: these other operations that have marked the European auto sector

 

Successful alliances or breakthroughs: the reorganization of the European automotive sector with purchases, resales and divorces, has been rich in episodes since the end of the 1990s, ending in the takeover of Opel by PSA.
 caresalesbase.com

DaimlerChrysler, the story of a failure
In 1998 and with great fanfare, the Daimler-Benz group, and its symbol of the German expertise the Mercedes brand, merged with the average American manufacture Chrysler for their lack of speed.
The merger was announced on an equal footing, but the German group brought in $36 billion and took the lead on the team. In 2005, the German merger initiator, Jürgen Schrempp, left the group. In February 2007, his successor Dieter Zetsche announced for separation from Chrysler. Three months later it was registered that 80.1% of Chrysler was sold to the American investment funds Cerberus for €5.5 billion.

Renault-Nissan, the alliance that lasts
In March 1999, the French brand Renault made a power play by acquiring 36.8% of the capital of the Japanese company, Nissan. Nissan at that time on the brink of bankruptcy and got its hands on the Romanian brand Dacia in July. Over the years, the Japanese manufacturer has straightened out under the leadership of Carlos Ghosn who takes the lead in 2005 while Dacia stands out as the low-cost brand of a set that, year after year, generates synergies.
Today Renault owns 43% of Nissan, which in turns owns 15% of the French brand. The alliance was enriched in October 2016 by another Japanese brand, Mitsubishi, which became a wholly-owned entity of Nissan, and now borders 10 million cars manufactured per year.

Volvo, from hand to hand
The auto branch of the Volvo Group, jewel of the Swedish car industry, was bought in 1999 for   $6.45 billion by Ford, the most successful car company at the time.
But a few years later, Japanese competition and soaring oil and steel prices are combined against the American giant.
A decision was made in December 2008 to divest the Swedish mark. A year later, the company was sold to the Chinese group Geely for $1.8 billion, four times less than the purchase price.

Fiat, two American adventures
At the end of the 90’s, the Italian group Fiat controlled by the Agnelli family starts failing, and seeks an ally. The alliance is sealed at the beginning of 2000 with General Motors, who takes 20% of the auto sector.
But GM, the leading US company, fears being forced to buy back the entire Fiat auto, which is still wobbly, as the contract leaves that open as a possibility. General Motors opts to end the union in 2005, disbursing €1.55 billion to Fiat.

Reversal of the roles in 2009: Fiat is doing much better and, with the help of Barack Obama, gets its hands on Chrysler who is in bankruptcy. Today the group has become Fiat Chrysler Automobiles, and sells nearly five million vehicles per year. FCA has increased by 20x its net profit to €1.8 billion in 2016. 

Max Lami
Merger & Acquisition Consultant

One billion dollars well spent

This past Sunday marked the 5 year anniversary of Facebook buying Instagram. At the time many people were unhappy about the acquisition. Some thought the 1 billion dollar price tag was a bit steep while others thought Instagram was selling out. 5 years later, Instagram's number of users has grown by 500% percent and is now a multi-billion dollar company. Buying Instagram has not only made it easier for Facebook to purchase other big name companies like Whatsapp, but also solidified Facebook's position as a tech giant. If this acquisition teaches us anything, it's that sometimes you have to bet big to win big. Facebook did, and now they are out on top. 

To read more click here

5 tips for a successful business plan


Business plans are essential to the success of a new venture. They give direction, outline your objectives, and most importantly, communicate to investors why your company is a good bet. They are, or should be, the benchmark to starting your company and will give you a structure to follow and track progress with as you grow.

The size and scope of your business plans will depend on your goal. Similarly, the areas you focus on most will vary depending on the nature of your business. If you’re drafting for investors in a relatively new or unknown industry, you may have to spend more time explaining the concept and how you fit in. Equally, if you’re developing it for yourself or your business partners, the level of detail may decrease.

However, certain requirements will remain the same. To make your business plan go from good to excellent, consider the following tips.

1. Research your audience, extensively.

I cannot emphasise this enough. Knowing exactly who your audience is and how they behave will give you a massive head start. Your goals will be tailor-made for your audience and thus everything from your marketing plan to your USP will be accurately developed to the market you are trying to reach.

2. Be clear, concise, and to the point. 

Whether your business plan is aimed at investors or acting as a personal guiding tool, clarity and concision will help you focus on what is really important. Remember, investors often look at numerous plans, so the easier and quicker you can communicate why your business is worth the investment, the better. 

3. Be realistic.

Investors want to see you’ve given deep consideration into your goals and how you will accomplish them. That involves understanding your challenges or limitations and setting realistic midterm goals. Once you accomplish your goals you can always work on newer, more ambitious ones.

4. Use visuals.

Visual aids increase readability and clarity. Make it enjoyable for the investor to read you plan and the information easy to digest. Your professionalism is reflected in your work, thus presentation could be the deciding factor in catching the eye of an investor or not. That being said, be careful with overdoing the visuals.

5. Understand your market environment.

To understand how you will be positioned against your competitors, what your unique selling points are, and how you will gain market share, it is imperative you understand your market environment.


Business plans are an important part of the process. Determine early on what you are trying to accomplish with your business plan and then use it to guide you in your development of a successful business.

To learn more about how you can make your business plan stand out contact me through the comment section or the contact form.

Max Lami
Merger & Acquisition Consultant

5 ways to ensure a successful acquisition


Successful acquisitions depend on numerous factors. It can be daunting, and ensuring success from the planning to integration stages can be challenging. These six ways will ensure a successful acquisition, and help you navigate the road to success.

Establishing the right team

Ensuring you have the right team with enough experience and experience behind you is key to success. To do this, include representatives from different departments of your establishment, such as finance or sales. Doing so will allow you to gain a greater understanding of you company’s needs, and what your goal during this acquisition will be. Establish clear responsibilities and set up a regular communication mechanism.

Have a clear business strategy

Once you have the right team in place, the next step should be establishing the goal that will shape your acquisition. It is not enough to simple have a vague understanding of why you are pursuing an acquisition. Having a clear business strategy in place is key to executing it successfully. 

What are your specific goals? What do you want to achieve with this acquisition? Does your company have any future goals in mind that require further resources than you have?  

Once you have an idea of what your company goals are, plan a strategic plan for the acquisition. Be realistic, consider the specific objectives and how large your transaction can be. Can you raise the finance necessary?

Begin the search for the right target

Once a clear strategy is formed, focus your efforts in identifying the right target to achieve those goals. Expand your search beyond what you initially thought would be your target. Intuition willingly lead you so far, and holding on to a target that is not a perfect fit simply because it was your initial idea may make you overlook a much better fit for your company. 

When looking for the right option, don’t forget to consider culture. Cultural fit can be a major player in determining whether your acquisition will be a success or a failure. Whilst your company finances and goals may align, if you have completely different views of how to achieve those, you may find yourself unable to successfully integrate both businesses. 

Price the deal 

Getting the right price is extremely important. Overpaying for your target may put your acquisition at a loss from the very start. What you’re prepared to pay for your target will depend on its market position, its financials, synergies with your own company, and many other variables. But remember, what the target’s owners are prepared to accept must also be a consideration. For this step, consider reaching out for professional advice during the negotiation process.

Finance

During the planning stage you should have already planned and prepared how you will raise your funds. The right finance package will vary with the nature of the deal so it’s important to consider all options for debt, equity, or a mixture. 

Whilst your initial plan may change if your end price is different than originally planned, there should already be considerations allowing you to put funding formally in place.



Closing the deal

The final step is integration of both businesses. Once again, this step is one that should have already been considered when the target was selected and the planning process begun. It is a key step that will determine success on paper, and success in practice.  

Some recommendations to help you achieve a smooth integration process, or as smooth as an acquisition can be, include the following. Set clear targets on how you will bring the two businesses together, including people, premises, IT and so on. Put a plan in place. 

And my personal recommendation to dealing with change in organisations, read up on Kotter’s 8 stages of change model.


To learn more about M&A contact Max Lami.

Vodafone and Intel Merge India Operations

Days ago Britain’s Vodafone Group and idea Cellular announced their agreement to merge their Indian operations in a $23 billion deal. The merger is a result of the brutal price war waged between big players Vodafone, Intel Cellular,  and market leader Bharti Airtel. Which came about due to the entry to the market by a new operator, Reliance Jio.  But with the merger, which will create the country's biggest telecoms business, Vodafone and intel Cellular hope to end their brutal price cuts.

If the merger goes through the combined entity will have almost 400 million customers, approximately the population of South America. This will allow Vodafone and intel Cellular to overtake market leader Bahrti Airtel to account for about 40% of the revenue of the world’s second biggest mobile phone services market by users, after China.


The merger shows how the mobile industry in India is being transformed due to the launch if Reliance Jio Infocomm’s 4G mobile broadband network last year, which revolutionised the market and pushed the price war that sparked this merger.

But the question lies in how the customer will benefit from this? Up to now customers have been benefitting from the introduction of the new player int he market, as prices were drastically cut to try and compete with Jio. Built at a cost of more than $20 billion by India's richest man, Mukesh Ambani, Jio has offered free services for months.   However, services cannot stay free forever, and now Vodafone and Intel Cellular will have sufficient power that market leverage from them is to be expected. The question now lies in how Jio will respond, and will it be able to compete with Vodafone andIntel as it transitions to a priced service?


Vodafone’s Future


The deal is expected to close in 2018. Vodafone, who has endured a turbulent ride since joining the Indian market in 2007 that included a high-profile tax battle and long-delayed Indian listing, will own 45.1% of the merged entity. Vodafone will eventually aim to own an equal share of the joint venture, with a combined enterprise value of $23.2 billion. The deal will allow Vodafone to cut their net debt by about $8.2 billion.


What are your thoughts on the future of Vodafone?

Max Lami Weekly Merger Updates

This will be something to keep and eye on.

Intel is moving forward in their efforts to purchase MobileEye NV. With Intel's less than successful acquisition track record it will be interesting to see how this billion dollar deal goes.

Read more here.

testimonial

Max has provided priceless advice on how to maximise the value of our business. Working closely with Max and his experienced team has benefitted my company. It’s allowed the collation and transparent demonstration of historical and projected financial material of a portfolio of businesses in multiple jurisdictions on regular basis, to a very high standard. This is something other companies could not provide.

John Page

CEO of Growing Tree

I have worked with Max Lami and the team on various projects over a number of years. We have not only found them reliable, quick to respond, and commercially focused, but they go above and beyond to understand our business objectives, making them extremely easy to work with. I’d have no hesitation recommending Max Lami and his team.

Max Tears

CEO of Tears Group

Max Lami
+44 7868744486
Manchester, UK

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