Mergers and acquisitions in global trade are often evaluated through a financial lens: EBITDA multiples, balance sheets, and projected cash flows dominate due diligence. Yet, financial metrics alone can mask operational weaknesses (hidden inefficiencies, misaligned systems, or fragile supply chains) that may quietly erode value post-acquisition.
For CEOs, private equity sponsors, and corporate investors, operational diligence must be treated with the same rigor as financial and legal reviews. Identifying risks and opportunities beyond the numbers can mean the difference between a smooth integration and an underperforming investment.
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