M&A Directions

James A. Russell, partner at New Direction Partners, brings over 20 years of experience as a printing company executive having served as CEO of two family-owned graphic communication companies. During his tenure as owner and CEO of Arbor Press, a commercial printing company in Michigan, the company was an eight-time winner of the National Association for Printing Leadership’s (NAPL) prestigious Management Plus Awards program. Arbor Press was also recognized twice during his leadership as one of the 50 fastest growing printers in the country. Contact him at (610) 230-0635, ext. 703.
Tom Williams, a partner in New Direction Partners, draws upon his extensive experience as a senior executive within the financial services industry to advise the clients in matters regarding creating shareholder value. Williams has extensive experience representing both buyers and sellers in merger and acquisition transactions, orchestrating workouts, restructures and asset liquidations that maximize recovery value for stakeholders. He is a proven leader and an innovative thinker who creates and implements strategies that grow businesses beyond financial expectations. Contact him at (610) 230- 0635, ext. 704.

Congratulations — having carefully planned and executed the acquisition of a printing company to complement the one you already own, you’re finally prepared to sit down with the seller to close the deal. Naturally, you’re feeling good about what you’ve accomplished and what the future holds for the merged entity that your effort has created. This is the point at which we always urge our buying clients to pause.

In diplomacy, the motto for negotiators and peacemakers is “Trust, but verify.” The advice applies to M&A transactions between printing companies as well. Get the facts, confirm the understandings, and be open about everything that the process discloses.

Negotiation is the most critical step in our six-stage journey toward a deal — the phase in which the transaction either comes together as the negotiators want it to or falls apart because their efforts have worn them out.

"I may not know everything, but I know what I like." We base many personal decisions on this bit of homespun wisdom, and more often than not, it leads us to the right choice. It’s also not a bad starting point for a preliminary review of printing companies identified as candidates for acquisition.

Probably no subject gets more attention from business writers and management gurus than strategy. That’s not surprising. Without a coherent set of objectives — a precisely defined goal to work towards — everything else is just going through the motions without actually getting anywhere.

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