Volatility  has shifted the criteria used to evaluate acquisition targets. Macroeconomic instability, persistent inflationary pressure, interest rate uncertainty, geopolitical risk and accelerated technological change have altered how value is created, preserved and destroyed. In this environment, traditional metrics such as historical growth or short term profitability are no longer sufficient. What matters is how resilient, adaptable and structurally sound a company is when

Information readiness has moved from a back office concern to a central value driver in sophisticated transactions. In an environment marked by regulatory pressure, compressed timelines, data proliferation, and heightened scrutiny from investors and authorities, the ability to organize, validate, interpret, and mobilize information has become a determinant of valuation credibility and deal resilience. The discussion is no longer about having data, but about having decision gr

Competitive sale processes have become more complex, more asymmetric and more selective in recent years. The difference between transactions that attract a single bidder and those that generate multiple competing offers is rarely explained by size alone. It is increasingly defined by how information is structured, how risk is perceived and how strategic optionality is preserved throughout the process. In a market marked by capital discipline, regulatory scrutiny and heightene

Volatility has moved from being an episodic condition to a persistent feature of global capital markets. Inflation dispersion, interest rate normalization, geopolitical fragmentation, supply chain reconfiguration, and accelerated technological cycles have altered how buyers assess opportunity and risk. In this environment, appetite has not disappeared, but it has become more selective, conditional, and analytically rigorous. The result is a profound shift in decision criteria

Latin America enters 2025 with dealmakers balancing structural opportunity against cyclical fatigue. Multilateral institutions project real GDP growth for the region of roughly 2.5 to 2.7 percent in 2025, one of the weakest performances among global blocs and insufficient to materially close development gaps. The IMF warns that growth is likely to decelerate relative to 2024 and remains exposed to global trade tensions, commodity price volatility and renewed inflation risks.

Family-owned mid-market companies that grow into global players usually reach a turning point where continuity and value creation no longer depend only on the founding family’s intuition. At this stage, preparing for a strategic exit is less about a single transaction and more about a multi-year transformation. It means turning an entrepreneurial success story into an institutionalized, scalable platform that is attractive to sophisticated buyers and capable of thriving beyon