Capstone Strategic’s survey of middle market executives shows most see the same (43%) or growing (31%) M&A activity in their industry. 47% are pursuing M&A in order to access new markets.

Capstone Strategic, the leading M&A advisory firm for the middle market, surveyed middle market executives from multiple industries on their growth and M&A experience in 2016 and their outlook for 2017. The survey was conducted in December 2016 and followed previous annual surveys of the middle market.

M&A activity across the board is mostly seen as the same (43%) or growing (31%).

Looking forward, our respondents are evenly split on whether or not they will pursue M&A in 2017. 35% are less than 50% likely to execute acquisitions and 35% are more than 50% likely. The top driver for pursuing M&A this year is access to new markets (47%).

As for obstacles to M&A, time and attention demanded by the process is the top barrier to pursuing acquisitions in 2017 (25%) while the most common reason for not considering M&A as a tool for growth is lack of appropriate target companies (28%).

The overall growth picture is improving. Those reporting modest growth rose from 58% in 2015 to 67% in 2016 and those reporting high growth grew from 11% in 2015 to 13% in 2016. Those reporting contraction shrunk from 9% in 2015 to 5% in 2016.

The business environment is seen by most in a positive light, with the majority reporting the same (50%) or an improved (35%) environment for growth. Compared to 2015, fewer executives saw a worsening environment for growth (8% compared to 13%).

Capstone’s CEO David Braun said: “The survey confirmed that 2016 remained an active year for middle market mergers and acquisitions and looking ahead, we believe we’ll see begin to see a renewed interest in M&A activity due to pent up demand and supply in the marketplace. 2017 presents a unique opportunity for companies that decide to execute strategic acquisitions.”

The full survey, State of Middle Market M&A 2017, can be viewed by clicking here.

 Feature Photo credit: dan Chmill via Flickr cc

We usually think acquirers are big, multinational companies that gobble up their smaller competitors. However, that’s not always the case. Hudson’s Bay, which has a market value of $1.5 billion, is interested in acquiring Macy’s, which has a market value of $9.4 billion.

This transaction challenges common perceptions about acquirers and sellers and demonstrates that for the right strategic reasons, acquisition can be used as a growth tool by any company. While a smaller company acquiring a larger one is not the norm, it does happen. And, in this case, Hudson’s Bay could use Macy’s to expand its retail presence in the U.S. with another well-known department store. It would be difficult, if not impossible, for Hudson’s Bay to build up the reputation and name brand of Macy’s organically.

Hudson’s Bay, headquartered in Toronto, is an active acquirer and has a history of success in growing struggling retailers and optimizing value from its real estate. It acquired its affiliate Lord & Taylor in 2012 and Saks’s Fifth Avenue in for $2.4 billion in 2013. One year later, the Manhattan Saks Fifth Avenue store was valued at $3.7 billion. Hudson’s Bay has also made other acquisitions including German retailer Galeria Kaufhof for $2.8 billion in 2015 and Gilt Groupe for $250 million in 2016.

It will be interested to see how the transaction is structured and how Hudson’s Bay plans to tackle the challenges Macy’s is facing. Macy’s, like many traditional retailers, is struggling to keep up with market changes. The store is currently in the process of shutting down 100 stores and is planning to cut 10,000 jobs after facing disappointing fourth quarter sales. Perhaps an acquisition will save Macy’s? Only time will tell.

If you are thinking about growing your business, I encourage you to consider strategic acquisitions. Despite what you may think, there are many more options than just a large company acquiring 100% of a smaller company. I hope the example of Hudson’s Bay and Macy’s helps you gain a better understanding of what options might be available for you.

Learn more! Download the whitepaper Nine Pathways of External Growth.

Photo credit: Mike Mozart via Flickr cc

Many company owners and executives know that M&A could hugely accelerate their growth. But they hold back for several common reasons. Let’s take a look.

1. “There Are No Suitable Companies to Buy”

You’re probably right—almost. There are no suitable companies for sale. That does NOT mean there are no great companies to buy. You just have to look beyond those that are marked “for sale”. Generally, it’s much better to pursue not-for-sale companies, for a host of reasons. The company is less likely to have problems; you won’t be competing with other buyers; and no one need know about the transaction until it’s complete.

2. “If a Company Is Not for Sale, I Can’t Buy It”

Every company is for sale… for the right equation. Note the word here is “equation” not “price”. Many owners would be glad to sell if they could find a buyer with the right vision, and who understands their unique (sometimes very personal) needs — for example to look after family members employed by the firm, or keep the company brand unchanged, or provide certain special benefits with the deal. Click to continue reading on The M&A Growth Bulletin.

This article originally appeared in The M&A Growth Bulletin, Capstone’s quarterly newsletter that delivers essential guidance on growth through M&A along with tips and tactics drawn directly from successful transactions completed in the market. Subscribe today to read the current edition and receive The M&A Growth Bulletin every quarter.

Global M&A reached $3.7 trillion in 2016, dropping 16%, and the number of deals increased slightly by 1% when compared to last year. While 2016 did not match 2015’s record-levels, activity was still robust. Compared to 2014, activity increased by 5%.

Activity in the fourth quarter reached $1.2 trillion with 13,504 deals announced, a 50% increase in deal value and 18% increase in the number of deals when compared to 3Q 2016. This year, there were a number of interesting deals to note, including the AT&T’s acquisition of Time Warner transactionVerizon’s deal with Yahoo, and GE Oil and Gas combining with Baker Hughes.

Click on the infographic for a closer look at M&A in 2016.

M&A Update Year End 2016 - Capstone Infographic

2016 continued be a strategic, rather than a financial buyer’s market and strategic buyers deployed large cash reserves to pursue growth through M&A. Unlike financial buyers, which typically look for a three to five years return on investment, strategic buyers can afford to pay more due to their long-term focus.

The middle market has been eager to use M&A as a viable tool for growth. Despite a challenging economic environment, activity in the middle market remained stable in 2016, dropping only 3.5% in 3Q 2016.

As we close out 2016 and look forward to 2017, here is a roundup of the most popular posts of the year from the Successful Acquisitions blog.

  1. The Most Important Thing about M&A According to Warren Buffett
  2. 10 Signs You Should Walk Away from a Deal
  3. M&A Activity after the U.S. Election: Analysis and Outlook
  4. 7 Strategic Questions to Ask Before Pursuing Mergers & Acquisitions – New Webinar
  5. How to Avoid Irrational Decision-Making in M&A
  6. 5 Tips for Taking a Strategic Approach to M&A in 2016
  7. Is Middle Market M&A on the Rebound?
  8. Growth Through Acquisition – Exit Readiness Podcast Interview
  9. How to Break Bad News without Sinking Your Acquisition
  10. What Is Happening with Valuation Multiples Today?

Thank you for reading and we will see you all in 2017.

Photo Credit: Barn Images

I am excited to announce the launch of our new quarterly newsletter, The M&A Growth Bulletin. This newsletter will deliver essential guidance on growth through M&A along with tips and tactics drawn directly from successful transactions completed in the market.

In the first issue of The M&A Growth Bulletin, we will address five common objections leaders have to M&A and how you can use acquisitions to accelerate your growth. The newsletter will also include tips for strategic growth and highlight interesting deals in the news. These valuable articles will be published exclusively for the M&A Growth Bulletin and accessible by subscribers for free.

The first issue will be published at the beginning of September. Subscribe now if you’d like to have The M&A Growth Bulletin delivered straight to your inbox each quarter.

Photo Credit: Barn Images, Modification: “M&A Growth Bulletin” text and M&A U™ logo added by Capstone Strategic, Inc

After hitting record-high levels in 2015, global M&A activity dropped significantly in the first half of 2016. It was the slowest first six month period for global mergers and acquisitions in the past two years. The value of deals decreased from $2.03 trillion to $1.65 trillion (19%) while the number of deals decreased from 22,153 to 21,087 (5%). While overall activity declined, deals announced in the second quarter of 2016 increased by 24% when compared to the first quarter. The downturn in value has been attributed to fewer mega deals (deals over $5 billion).

Global middle market M&A (deals under $500 million) remained relatively stable compared to overall activity. Deal value and volume fell by just 6% and 2%, respectively.

Looking to the future, uncertainty hampers M&A activity. Dealmakers cited concerns about “Brexit,” the U.K.’s vote to leave the European Union and the upcoming U.S. presidential election in November.

Deals in the News

M&A update 1H 2016 Infographic

As Vice President, Matthew Craft will continue to execute strategic mergers and acquisitions for middle market companies.

Capstone, a leading management consulting firm that helps middle market companies grow through mergers and acquisitions, is pleased to announce the promotion of Matthew (Matt) Craft to Vice President.

In his new position as Vice President, Matt will expand his current role of helping clients achieve their strategic growth goals through mergers and acquisitions by applying Capstone’s proprietary Roadmap methodology. He will assist clients in clarifying their growth objectives, identifying optimum markets to enter or expand in, selecting potential external partners, and negotiating transactions.

At the same time, Matt will shoulder new responsibilities in business development for Capstone, making the firm’s services available to a broader clientele.

Matt joined Capstone in 2005, and during his 11 years at the firm has developed wide experience in helping middle market companies grow through mergers and acquisitions. He has held various positions including Marketing Coordinator, Senior Analyst and Project Manager.

In these roles, he has worked with domestic and international clients, serving both publicly held and private companies in diverse industries such as healthcare, life sciences, manufacturing, chemicals and food and beverage. In addition to his client work, Matt has also facilitated workshops, presentations, and webinars for senior-level executives on the subject of acquisitions.

“We are excited to promote Matt to Vice President. He has deep knowledge of Capstone’s Roadmap to Acquisitions methodology and wide experience in working with middle market clients. He will continue to be a great asset in helping companies execute strategic growth through M&A,” said David Braun, CEO of Capstone.

Matt received his BA from the College of William and Mary, his MA from Georgetown University and his MBA from George Mason University.

About Capstone

Capstone Strategic is a management consulting firm located outside of Washington DC specializing in corporate growth strategies, primarily mergers and acquisitions for the middle market. Founded in 1995 by CEO David Braun, Capstone has facilitated over $1 billion of successful transactions in a wide variety of manufacturing and service industries. Capstone utilizes a proprietary process to provide tailored services to clients in a broad range of domestic and international markets. Learn more about Capstone at www.CapstoneStrategic.com.

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With every acquisition you have a choice of how you will integrate the two entities. Often buyers assume a “winner-takes-all” approach where they impose their systems and culture on the acquired company. This is not always the best way to successful integration. In fact, it may be best to integrate some of the seller’s practices into your own organization.

In our new M&A Express Videocast, I advocate a strategic approach that leverages the best from both entities. I will also introduce the power of the 100-day plan in achieving a successful integration.

How Far to Integrate

April 5, 1:00 pm – 1:20 PM ET

About M&A Express

M&A Express is a high-impact series of videocasts presented by David Braun, founder of Capstone and author of Successful Acquisitions. Each videocast runs 20 minutes or less, and delivers cutting-edge insights on proven growth strategies for middle market companies. M&A Express is free! M&A Express is free! Visit our website for more information.

Watch previous Videocasts on-demand:

  • Why You Need a Roadmap
  • Where to Start Your Search
  • When to Walk Away
  • The Hidden Power of Minority Ownership
  • Cultural Due Diligence
  • The Letter of Intent: A Key Milestone

Capstone’s survey of middle market executives shows 53% likely to pursue mergers and acquisitions in 2016 compared to 41% when last surveyed.

Capstone surveyed middle market executives from multiple industries on their growth and M&A experience in 2015 and their outlook for 2016. The survey was conducted in December 2015, and followed a previous survey in 2014.

Respondents gave a mixed picture of growth for their industries in 2015. More respondents saw extremes in their industries. Those reporting high growth grew from 4% in 2014 to 11% in 2015, while those reporting contraction grew from 2% in 2014 to 9% in 2015. Between these two poles, most respondents were seeing modest growth in their industries during 2015 (58%).

How likely is it that your company will pursue some form of M&A or external growth in 2016?

How likely is it that your company will pursue some form of M&A or external growth in 2016?

The environment for growth in 2015 was seen by most in a positive light, with the majority reporting the same (46%) or an improved (36%) environment.
M&A activity across the board in 2015 was mostly seen as the same (36%) or growing (33%) when compared to 2014.

Looking forward to the coming year, companies showed a stronger inclination to engage in M&A, compared to predictions when we last asked this question in 2014 (53% certain or likely, compared to 41%).

When asked about their growth goals, respondents were evenly split between “selling current products in new markets” (40%), “creating and selling new products in current markets” (36%), and “increasing sale of current products in current markets” (38%). (Some respondents were pursuing more than one goal).

As for barriers to engaging in M&A, these were largely internal, with respondents citing “lack of resources” (33%) as a primary reason not to pursue transactions.

Capstone’s CEO David Braun said: “This survey confirms what we ourselves observed, that 2015 was an active year for middle market M&A and 2016 is likely to prove an even stronger year. We see a growing polarization between growth-focused companies and those that are sitting on the sidelines. While many companies are still holding cash, more players are emboldened to expand through external growth. This includes acquisitions but also minority ownership deals, joint ventures and strategic alliances. When growth stagnates, M&A can often provide the fastest path forward. When growth is high, companies should seize the opportunity to plan for further expansion.”

The full survey, State of Middle Market M&A, can be viewed by clicking here.

The Letter of Intent (LOI) is far more than a legal document. It’s a key milestone in the M&A process and can be a powerful tool for getting the deal done. The LOI provides an opportunity to solidify your relationship with the seller and brings about a new level of commitment and resolve to getting the deal done.

Please join me for a 20-minute M&A Express Videocast this Thursday, January 28 at 1:00 PM ET. In this new videocast you will see how the LOI can help you position the deal in the eyes of sellers and their influencers. You will also learn how to use the LOI to test your assumptions, and set the seller’s expectations about deal structure, price and the acquisition process.

The Letter of Intent: A Key Milestone

January 28, 1:00 pm – 1:20 PM ET

About M&A Express

M&A Express is a high-impact series of videocasts presented by David Braun, founder of Capstone and author of Successful Acquisitions. Each videocast runs 20 minutes or less, and delivers cutting-edge insights on proven growth strategies for middle market companies. M&A Express is free! M&A Express is free! Visit our website for more information.

Watch previous Videocasts on-demand:

  • Why You Need a Roadmap
  • Where to Start Your Search
  • When to Walk Away
  • The Hidden Power of Minority Ownership
  • Cultural Due Diligence

 

Photo Credit: shankar s. via Flickr cc

We are excited to share our expertise on strategic growth through M&A with our new M&A U™ Webinar certificate.

M&A U

The M&A U™ Webinar certificate will be awarded to those who attend all 12 monthly Capstone Webinars live. Each live webinar features a seasoned M&A expert sharing practical tools and tactics to accelerate your company’s growth. CPE credits are available.

We hope these webinars are a valuable resource for you as you continue exploring strategic growth through mergers and acquisitions.

  • Subscribe to an entire year of webinars
  • 12 webinars led by experts in M&A, Valuation and Tax
  • Receive a 15% discount
  • Earn up to 12.5 CPE credits
  • Become M&A U™ Webinar certified
  • Access webinar recordings on-demand

2016 Capstone Webinar Schedule

  • Five Options for Growth – January 21
  • How to Pick Top-Notch Markets – February 18
  • Building a Robust Pipeline – March 17
  • The First Date: Contacting Owners & Successful First Meetings – April 21
  • A New Look at Due Diligence – May 26
  • Successful Negotiation Tactics – June 16
  • Mastering Valuation for M&A – July 21
  • Keys to Integration Success – August 18
  • Tax Considerations in M&A – September 15
  • Contemporary Legal Issues in M&A – October 20
  • M&A: From LOI to Close – November 17
  • Brand Integration: An Acquisition Challenge – December 15

Photo credit: Barn Images

2015 was the “strongest year for deal making on record,” according to Thomson Reuters.  Global deal value reached $4.7 trillion, a 42% increase from 2014, and U.S. deal value reached $2.3 billion, a 64% increase. Despite this record-breaking activity, the number of deals announced globally remained relatively flat and in the U.S., the number of deals actually decreased by 1.65% from 10,129 in 2014 to 9,962 in 2015. This is mainly due to the large number of mega deals (deals over $5 billion) announced in 2015.

As we look forward to what will most likely be another year of exciting M&A activity, let’s take a look back at the posts from the Successful Acquisitions blog that you, our readers, found most interesting.

  1. Why You Don’t Need a 51% Stake to Control a Business
  2. CVS and Target Pharmacy Acquisition, Divestiture and Co-branding
  3. Strategic vs. Financial Acquisitions – What’s the Difference?
  4. How You Can Manage the M&A Process: Tools for Success
  5. Strategic Acquirers at an Advantage in Today’s Market
  6. Why ConAgra Plans to Sell Ralcorp Less than 3 Years Later
  7. New Webinar – “Leadership Essentials for Successful M&A”
  8. When Organic Growth Stalls, Consider M&A
  9. Pharmaceutical M&A: The Rush to Acquire
  10. 2014 Record Breaking Year for M&A
Photo Credit: Barn Images

M&A activity in the first 9 months of 2015 remained strong reaching $3.2 trillion globally. It was the strongest first 9-month period since 2007 for global mergers and acquisitions.

The trend of large, mega deals continued in the third quarter of 2015.  Global deal value increased by 32% in the first 9 months of 2015 when compared to the same time period in 2014. On the other hand, deal volume remained relatively flat, only increasing by 2.3%. The average deal size was $103 million, a 30% increase from 2014.

In the US, there were $1.5 trillion in the first nine months of 2015, a 46% increase in value when compared to the first 9 months of 2014.  Click on our infographic for more insights on M&A activity in 3Q 2015.

M&A update 3Q 2015

 

Feature Photo Credit: Mark Dixon via Flickr cc

On September 23 we will be launching the second series of M&A Express. The new series will feature the following videocasts:

  • The Hidden Power of Minority Ownership
  • Cultural Due Diligence



We are also pleased to announce previous videocasts from our first series of M&A Express are now available online whenever you wish to watch them. Access practical, expert advice on growth through M&A in 20 minutes or less, with CEO and author David Braun. This new resource for middle-market company owners and executives is available at no cost.

Topics include:

  • Why You Need a Roadmap
  • Where to Start Your Search
  • When to Walk Away

About M&A Express

M&A Express is a high-impact program of videocasts presented by David Braun, founder of Capstone and author of Successful Acquisitions. Each videocast runs 20 minutes or less, and delivers cutting-edge insights on proven growth strategies for middle-market companies.

M&A Express is free! Learn more and register on our website.

Edelweiss Harrison brings over 15 years’ experience in senior-level consulting to enhance Capstone’s M&A services to middle market companies.

Capstone, a leading management consulting firm that helps middle market companies grow through M&A, announced today that Edelweiss Harrison has been promoted to Director of Strategic Growth.

She will lead Capstone’s strategic growth and market research projects for clients. Her primary focus will be on the first two phases of the company’s proprietary Roadmap to Acquisitions — “Build the Foundations” and “Build the Relationships.”

Edelweiss Harrison has over 15 years’ experience in guiding C-level executives through challenging strategic developments. She brings the added advantage of having worked in multiple manufacturing and services industries. Harrison is deeply immersed in the Capstone Roadmap methodology, having first joined Capstone in 1999 as a Research Assistant while studying at Georgetown University. For the last five years she has served as a Strategy Advisor in the firm.

During that time, Harrison advised medium and large clients on their domestic and international acquisition initiatives. She has conducted major research projects that follow Capstone’s demand-driven approach to M&A. She has also facilitated custom workshops for clients, evaluating opportunities and building growth plans based on objective data rather than subjective preference.

“We are pleased to have Edelweiss serving as Director of Strategic Growth. Her long history with Capstone and expertise in strategic consulting will further our commitment to helping clients grow through proactive growth programs,” said CEO David Braun.

Harrison’s strengths include her ability to build relationships of trust, based on candid communication and professional expertise. At the same time, she has exceptional analytic and project-management skills that ensure effective implementation. She says about her new role: “I enjoy helping clients clarify where they are today, define where they want to go and create an actionable plan for getting there.”

Originally from Brazil, Harrison is fluent in Portuguese and Spanish. She has extensive experience working with international markets including New Zealand, Australia, Spain, Latin America, Europe and the Middle East.

Harrison holds a Master of International Business from the University of Auckland and a Bachelor of Science from Georgetown University. She lives in Minneapolis with her husband, Craig, and their two sons.

About Capstone

Capstone Strategic is a management consulting firm located outside of Washington DC specializing in corporate growth strategies, primarily Mergers & Acquisitions for the middle market. Founded in 1995 by CEO David Braun, Capstone has facilitated over $1 billion of successful transactions in a wide variety of manufacturing and service industries. Capstone utilizes a proprietary process to provide tailored services to clients in a broad range of domestic and international markets. Learn more about Capstone at www.CapstoneStrategic.com.

 

Global dealmaking remains robust, reaching $2.2 trillion in the first half of 2015, according to Thomson Reuters data. This is an increase of nearly 40% from the first half of 2014 and the most active half since 2007. However, the number of deals only increased slightly, by 3%. The trend of fewer, larger transactions continues: mega deals accounted for 50% of M&A value in the first half. Average deal size increased by 34% when compared to 1H 2014.

M&A is strong due to favorable market conditions: abundant cheap financing, record stock prices, and renewed confidence in the economy. The U.S. market continues to drive global activity. U.S. transactions reached a record $1.02 trillion – the first time activity passed $1 trillion in a half-year period.

Check out our infographic for more:

M&A Update 1H 2015

 

Sometimes an acquisition that looked promising turns out to be less than ideal as you get closer to finalizing the deal. The question becomes: Should we proceed or should we back out?

Join me for our new M&A Express videocast, “When to Walk Away,” on May 13th. M&A Express is new, complimentary resource for middle market executives that teaches essentials of mergers and acquisitions in 20 minutes or less.

When to Walk Away

May 13th, 1:00 PM – 1:20 PM ET

Register here — it’s free

In this important videocast, you’ll learn clear criteria for abandoning an acquisition before it’s too late. The information here can save your company millions of dollars and years of heartache.

After the videocast I will be answering questions, so please have your questions ready. In the meantime you can contact or submit questions at any time by commenting on this post or using the contact form.

Learn more about M&A Express.

Subscribe to the blog.

CEO Paul Villella of HireStrategy recently shared why he sold his company ─ despite not actively looking to sell ─ and the results one year after the acquisition.

Paul addressed a packed room of CEOs, CFOs and senior-level executives from the Washington-DC area at “Grow or Die: A Panel Discussion on Middle Market M&A” hosted by Capstone and Access National Bank on April 23 at the Tower Club.

Paul, who founded HireStrategy in 2000, grew the firm from a three-person startup to the leading staffing firm in the Washington, DC area and to one of Inc. Magazine’s fastest growing firms in the U.S. By 2014, the company had reached $33.17 million in revenue. Paul was focused on investing in, and growing, the business when he received an unexpected phone call about a potential acquisition opportunity from the Addison Group, a Chicago-based staffing firm.

In his comments, Paul said he had a “walk away” attitude for most of the acquisition talks. Like many owners, he was not interested in selling his company. HireStrategy was growing without the acquisition – so why sell?

Paul Villella, CEO of HireStrategy, shares his acquisition story.

Paul Villella, CEO of HireStrategy.

In our 20 years working with not-for-sale transactions, we’ve found this attitude is not uncommon. There are many reasons why owners say “no” to selling and also many reasons why they say “yes.” It is up to strategic-minded buyers to find the right equation that will change “no” to “yes.” Acquirers should remember that this equation includes much more than financial incentives.

So why did Paul decide to sell HireStrategy? “The Addison Group was willing to truly partner with us and structure the deal in a way that would allow me to continue running the business with my team,” he said. Paul and the Addison Group arrived at a solution that suited both parties.

Under the agreement, Paul maintained control of HireStrategy and, equally important, retained his core team. In addition, HireStrategy kept its own brand and his staff received improved benefits. The Addison Group was also willing to pay an aggressive multiple for the firm because it was a key part of its strategy plan to expand on the East Coast.

The staffing industry is notorious for poorly handled mergers, but HireStrategy’s transaction was successful. One year after the acquisition, the company has reached all its 2014 targets and is on track, or ahead, for all of its 2015 goals. In addition, the majority of the staff has stayed on.

During his presentation, Paul explained the process of the acquisition, including how and when he involved his investors, outside advisors, and legal experts, and how and when he communicated with the rest of his team. On a more personal note, Paul discussed the opportunities for growth not only for HireStrategy for himself as a leader.

Mike Clarke, CEO of Access National Bank, and David Braun, CEO of Capstone, also commented on trends in lending and banking, and the state of middle market M&A today.

HireStrategy’s story prompted lively engagement and questions from the executives in the audience. Our hope is that through this event and events like these, owners and executives will continue thinking about external growth as a pathway that holds great potential.

“Grow or Die” was our third event hosted by Capstone and Access National Bank.

Below are some photos from this exciting event.

Interested in strategic growth and mergers and acquisitions? Contact Capstone today.

 

Mike Clarke, CEO of Access National Bank speaks on lending trends at "Grow or Die."

Mike Clarke, CEO of Access National Bank speaks on lending trends at “Grow or Die.”

 

CEO, CFOs and senior-level executives in the Washington-DC area gather for Grow or Die: A Panel Discussion on Middle Market M&A.

CEO, CFOs and senior-level executives in the Washington-DC area gather for Grow or Die: A Panel Discussion on Middle Market M&A.

 

David Braun, CEO of Capstone comments on M&A at "Grow or Die"

David Braun, CEO of Capstone comments on M&A at “Grow or Die.”

 

Grow or Die David Braun Paul Villella Mike Clarke

David Braun, Capstone; Paul Villella, HireStrategy; and Mike Clarke, Access National Bank at Grow or Die: A Panel Discussion on Middle Market M&A.

 

James P. Dunn, a member of Capstone’s Board of Advisors, has been appointed CEO of iTOK, a leading provider of technology support to consumers and small business.

Founded in 2004, iTOK has become a leader in the tech adoption and services industry, serving customers in homes and small businesses worldwide. iTOK combines secure remote technology support with proactive maintenance, virus protection, and online backup software to provide support for computers, tablets, smartphones, routers, printers, and any other device that connects to the Internet. The company defines its customer-centric mission as “not just tech support, but people support.”

Jim has more than 30 years of progressive leadership experience in the services, information, and telecommunications industries. He has served as executive management for publicly and privately held companies (GE ITS, SITEL, Stream International, Access Graphics, Oppenheimer Funds, and Kemper), and he has served on various boards (Capstone Strategic, Remote Power, and CLBL).

Jim earned his MBA and BSBA from the University of Denver. His core specialties include emerging growth companies, investment thesis, mergers and acquisitions, and cloud computing. He believes that leading great organizations begins with recruiting exceptional teams and crystallizing market opportunities to generate performance breakthroughs and equity gains.

About Capstone

Capstone is a management consulting firm located outside of Washington DC specializing in corporate growth strategies, primarily Mergers & Acquisitions for the middle market. Founded in 1995 by CEO David Braun, Capstone has facilitated over $1 billion of successful transactions in a wide variety of manufacturing and service industries. Capstone utilizes a proprietary process to provide tailored services to clients in a broad range of domestic and international markets.