In the area of mergers and acquisitions, a firm needs the right help at the right time. Our goal is provide that help when you need it so that you ask and answer the right questions.
For more information, feel free to contact us and we will respond at the earliest.
Advising design firms ever since.
Consultants across every discipline.
Recent transactions advised, listed below.
Choosing to sell, buy, or merge a firm is a big responsibility. The people within the firm are beholden to the decisions of its leaders. Some leaders are energized by that prospect, and some are daunted. However you feel as a leader, you will benefit from the services of an expert and credible merger and acquisition consultancy firm serving architecture, engineering, construction, and other industry verticals.
Whether you are an acquirer or looking to sell/merge into a new entity, your end point will be bringing together people and forming new partnerships. That first step should be one of trust. The Coxe Group approach to mergers and acquisitions is built on a philosophy of fairness and trust, advocating for an appropriate deal for all parties.
While statistics show mergers and acquisitions tend to fail (defined as falling substantially short of goals) the majority of times, our experience is exactly the opposite with a higher record of success. How? We strive to find deals that will be successful in all the ways that you define success — that may include staff retention, growth synergies, client development opportunities, brand strength, profitability, and staff development, to name a few.
Our commitment is to enable the best deal for you by meeting your strategic goals and achieving the best for your people.
Below is a list of some of the Merger & Acquisition (M&A) consultancy services provided by The Coxe Group. Do not see your needs here? That is fine; reach out on the contact us page and we will get in touch to understand what you need.
The following is a sample of opportunities on which The Coxe Group is actively working to provide mergers and acquisitions consulting services for architecture, engineering, and other firms.
A specialty engineering firm of 40 people, based in Southern California with offices worldwide, is looking to be acquired by a firm that can integrate the service offerings with a mutual client base to create a more robust offering.
An MEP firm based in the Pacific Northwest seeks to become part of a firm that will result in strong synergy and growth opportunities for the staff and within the market.
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SSOE's strategic acquisition of Stevens & Wilkinson, now known as SSOE | Stevens & Wilkinson — The Coxe Group provided M&A strategy development, target firm sourcing, and negotiation advisory services to SSOE.
SLAM's strategic acquisition of five CBRE | Heery architectural design practices, now known as Heery Design a SLAM Studio — The Coxe Group provided deal negotiation and due diligence advisory services to SLAM.
Frank Webb Architects merger with SLAM — The Coxe Group acted as advisor for both parties.
BCWH acquisition by Quinn Evans Architects — The Coxe Group acted as advisor for the seller.
Dougherty + Dougherty Architects acquisition by Perkins Eastman — The Coxe Group acted as advisor for both seller and buyer.
Pfeiffer Partners acquisition by Perkins Eastman — The Coxe Group acted as advisor for both seller and buyer.
VIA Architecture acquisition by Perkins Eastman — The Coxe Group acted as advisor for both seller and buyer.
Tim Murphy Design Associates acquisition by Perkins&Will — The Coxe Group acted as advisor for both seller and buyer.
Helix Architecture + Design acquisition by RATIO — The Coxe Group acted as connector for both seller and buyer.
Do not see your needs here? Reach out and we will get in touch to understand what you need.
Where the firm is going, what it will take to get there, and how leadership lines up behind it.
Positioning and pursuit strategy that fit how design and construction clients actually buy.
Ownership and leadership transition and succession, structured so the firm outlasts the people who built it.
Project delivery, staffing models and financial management, measured against performance goals.
