Our processes are disciplined, thorough, creative and effective. But seldom uniform.

It’s not so much what we do, but how we do it that we believe sets us apart.  We are maniacal about process excellence and client advocacy – it’s where we earn our stripes.  The term “process” may not seem like an exciting thing to you, but it’s what we live for.

At Headwaters, we have core process principles, rooted in common sense and refined over the years to enhance your negotiating power at the closing table.

Headwaters MB brings people, quality advice, uncompromised advocacy, and powerful reach to help our clients grow, capitalize or monetize their businesses.

Our Core Principles
The Five P’s (Prior Preparation Prevents Poor Performance).

There are no shortcuts to great results.  Our pre-deal diligence is extensive because it protects our clients from unfavorable turns down the road.

Buy Down the Discount Rate.

When it comes to big decisions, fear often overpowers greed.  Buyers, lenders and investors will stretch to win business when they feel protected on the downside.  Addressing risks and threats up front, with depth and balance, is a foundational issue for successful processes.

Use the Right Voice.

There is a language in the deal business, and we want our clients to be fluent in it.  We work with you to get this right.  Then let common sense kick in.  Understand the sensitivities of the audience through superior market knowledge and good listening skills – then customize messaging as needed.  Finally, how one talks to a lender is different than how one talks to an equity investor or buyer.  Positioning language must suit the target audience. 

Respect Confidential Information.

At Headwaters, we don’t use your company information as a currency to gain favor with PE firms or large corporations.  Giving away information unnecessarily can destroy value.  We can run broad processes thoughtfully, managing who gets information and when they get it. 

It’s Not All About Price.

Sure, price is easy to measure and more is almost always better.  But there is so much at stake beneath the surface: assumption of go-forward risks, treatment of employees, retention agreements, terms of seller securities or rollover equity, covenants, etc.  This is not just for lawyers; it’s a banker’s role to optimize these issues as part of any negotiation.  Finally and often most importantly, the “who” is often way bigger than the “how much”.  There’s lots of money out there, but on the morning after you have a new partner.  You got this far following your gut; trust it when you make this next move.

Doing these things with meticulous care really does matter.