FOR ACQUIRERS, MANAGEMENT TEAMS & PE-BACKED PLATFORMS
Build and run an acquisition program without building the full department first. Market mapping, founder outreach, opportunity evaluation, and transaction support for management teams and private equity-backed platforms.
Windridge works as an embedded extension of management: building the acquisition thesis with the team, mapping the market against it, and carrying opportunities from first contact through analysis, diligence, and the decision itself.
Every opportunity is weighed against the corporate strategy it serves—the point of the work is not more deals, it is the right ones. The engagement typically runs as a standing capability across a pipeline rather than a single transaction.
Choose the capacity your acquisition program needs. Both modes have a defined scope, principal oversight, and agreed management approvals.
Programs are tailored to the thesis, pace, and resources available. A focused live-deal assignment can also be scoped without an origination retainer.
An illustrative starting sequence, adapted to your thesis, readiness, and the opportunities in the market. It is not a timetable for completing a transaction.
Days 1–30
Agree target criteria, exclusions, responsibilities, and reporting. Research and prioritize the initial universe, approve the approach, and begin outreach when ready.
Working output
Acquisition brief, initial market map, and outreach plan
Days 31–60
Qualify responses, record owner objectives and timing, prepare management introductions, and adjust priorities using what the market is telling us.
Working output
A working pipeline, target briefs, and documented next actions
Days 61–90
Review qualified opportunities and pipeline coverage. Where the mandate includes execution and an opportunity is ready, progress the analysis and diligence work.
Working output
Program review, opportunity decisions, and the next-quarter plan
Agree the rhythm at kickoff; adjust it as live opportunities develop.
Review responses, active opportunities, open issues, and decisions needed from management.
Maintain target fit, conversation history, stage, owner, next action, and the reason to proceed, pause, or decline.
Assess market coverage, pipeline quality, and progress against the acquisition thesis; reset priorities and capacity.
What the company should buy and why — built with management, against the corporate strategy it serves.
A useful pipeline is more than a list of names. Each opportunity should show why it fits, what remains unknown, and who needs to do what next.
ILLUSTRATIVE WORK PRODUCT
This fictional example demonstrates a reporting structure. It is not a client record, a verified target, or evidence of an available business.
Owns the agreed research, outreach, analysis, coordination, and reporting work. The principal leads important relationships and reviews decision materials.
Owns acquisition strategy, operating assessment, financing commitments, target and outreach approvals, and final transaction decisions.
Provide legal, tax, quality-of-earnings, technical, clinical, or other specialist diligence as required. Their scope and fees are agreed separately.
Windridge rebuilt a digital marketing platform’s acquisition program, from market mapping and founder outreach through diligence and integration planning. The first two agency examples below belong to that same client program.
Experience includes Windridge engagements and selected work of the principal. Roles are stated individually; not every entry is a Windridge mandate. Values provide transaction or financing context, not proceeds or a represented closing outcome.
Describe the thesis, the pace you have in mind, and what exists internally today.
hello@windadv.comEric reviews your note and follows up to understand the situation. If there is a fit, the next step is a conversation about priorities, scope, and how an engagement would work.
Please keep the first note high-level. Sensitive documents can follow after the appropriate confidentiality arrangements are agreed.
