Olivier Lacour

The bright side: positive M&A trends for 2021

A marked upturn in European dealmaking over recent months, as well as progress made on vaccine distribution, have given dealmakers cause for optimism in 2021 As we look ahead, a combination of mid-market resurgence, technology and consolidation driven acquisitions, and private equity (PE) firms’ pressing need to deploy dry powder are all expected to fuel M& […]

Covid-19: a new horizon for due diligence

This article has been written together with Alberto Chocano Almagro Due diligence Covid-19 is having a material impact on most economic sectors, including M&A. Due to the short- and medium-term economic uncertainty and volatility that has resulted, aligning buyer and seller expectations may prove challenging, even if such a crisis brings significant marke […]

Tips and guidance on business deals in a Covid-19 landscape

This article was written together with Alberto Chocano. Covid-19 is having a material impact on most economic sectors, including M&A, generating uncertainty and volatility in short- and medium-term economic expectations. Given that backdrop, it could prove challenging to align buyer and seller expectations, even if such a crisis brings significant opportuni […]

The M&A trends driving Luxembourg’s banking sector

This article was written together with Krasen Monovski. The banking market in Luxembourg has recently seen a surge in deal activity, with a multitude of strategies employed by buyers and sellers alike. While this industry is robust and well-positioned for growth, there is nevertheless significant pressure on firms to improve profitability and innovate service […]

The time has come for securitisation’s next day in the sun

Securitisation has gained a negative reputation since being perceived by many to be the cause of the 2007-09 financial crisis. However, due to improving investor sentiments and better-implemented regulation,

3 M&A deals that fell short of their potential (part 3)

In this third instalment of our series on lessons learned from high-profile M&A deals that missed their mark, we turn to the 1998 deal between Daimler and Chrysler. The aim of the merger was to create a