Mergers And Acquisitions Support
Life sciences M&A is never just a financial exchange. It is a high-stakes operational transition that can strengthen your platform or quietly introduce compliance risk, quality drift, and delivery disruption. Whether you are acquiring a GMP manufacturing site, a regulated laboratory, a product portfolio, or a specialized capability, the value of the deal is ultimately realized or lost in the details: market, systems, people, documentation, and execution.
Terraforme Biosciences provides hands-on M&A support for biotech, pharma, medical device, in-vitro diagnostic, lab testing, contract research organizations fine chemical and dietary supplement/natural health product clients. We help buyers, sellers, and investors understand what they are really acquiring, translate findings into deal-relevant risk, and build practical integration plans that protect quality, continuity, and timelines. The goal is to build value, accelerate integration, and preserve confidence with customers, regulators, and stakeholders.
Where We Fit
- Pre-close diligence: financials, sales, quality, operational, and documentation readiness
- Deal execution support: data room structure, evidence packages, Q&A, purchase agreements
- Post-close integration: quality system alignment, governance, and operational stabilization
problems we solve
Understanding Complex Value Propositions In Life Sciences
Life sciences deals often hinge on value that is hard to see on a balance sheet: platform know-how, specialized manufacturing capability, analytical methods, supplier relationships, clinical-stage assets, regulatory history, and the credibility of the team that runs it all. Buyers and investors need to understand what is truly differentiated, what is merely promised, and what is dependent on a few key people or fragile processes.
We help translate complex scientific and operational stories into clear, deal-relevant language. That includes mapping the “value drivers” (what creates revenue, defensibility, and scalability) and the “value dependencies” (what must remain true for that value to hold). The result is a more accurate view of what you are acquiring—and a stronger basis for valuation, risk allocation, and integration priorities.
Spotting Operational and Quality Red Flags
In regulated operations, the most expensive surprises are rarely obvious. Risk often hides in execution: incomplete training evidence, weak investigations, CAPAs that don’t prevent recurrence, uncontrolled changes, unclear validation rationale, supplier gaps, or data integrity weaknesses. These issues can drive remediation costs, trigger audit findings, delay release, and erode customer confidence, especially during transition.
We perform targeted, evidence first reviews that focus on the systems most likely to create post-close risk. Rather than producing generic checklists, we sample records, trace workflows, and pressure test the quality system where it matters—then translate findings into practical implications for cost, timelines, continuity, and compliance. You get a prioritized risk picture and a realistic remediation path that can be incorporated into deal terms and integration planning.
Post Acquisition Support
Closing the deal is the starting line. After acquisition, organizations must maintain supply and service levels while aligning systems, governance, and culture, often across regions and time zones. Without structured support, integrations stall: parallel quality systems persist, local teams resist “corporate” processes, and leadership loses visibility into what is actually changing and what is not.
We support post-acquisition integration with a pragmatic, operations-first approach. We help define what must be standardized versus what can remain local, establish governance and decision rights, and build a sequenced roadmap with owners, milestones, and measurable outcomes. We also provide hands-on support to stabilize operations during transition so the acquired business becomes fully integrated, inspection-ready, and able to perform at the level the broader organization expects.
our approach
Deep market knowledge: our team have worked across the sector and bring a comprehensive view to your strategy. From innovative breakthroughs to complex service providers we help you understand market trends that shape your M&A strategy.
Risk-based diligence: Focus on the few systems that drive the majority of GMP and operational risk.
Evidence-first assessments: Record sampling, traceability checks, and practical walkthroughs—not surface-level reviews.
Deal-relevant outputs: Findings framed by impact (compliance, continuity, cost, timeline), not generic checklists.
Integration built for reality: Roadmaps that respect site constraints, culture, and operational commitments.
Confidence through clarity: Clear priorities, owners, and sequencing so integration progress is measurable and auditable.
FAQs
What does life sciences M&A support include?
It includes everything from early stage prospecting, M&A strategy formalization, to target prospecting, quality review, operational assessment, documentation review, due diligence, deal teams, and post-close integration planning for regulated systems and workflows.
What is GMP due diligence in an acquisition?
Common red flags include weak quality culture, deviations/CAPAs, training evidence, uncontrolled changes, validation gaps, supplier quality weaknesses, data integrity issues, and “hero-based” operations where knowledge is not institutionalized.
What are common red flags during quality diligence?
Frequent firefighting, missed timelines, unclear ownership, growing backlogs (deviations/CAPAs/change controls), recurring issues, and teams relying on workarounds to keep output moving.
How do you turn diligence findings into deal decisions?
We frame findings by severity and likely impact—cost, timeline, compliance exposure, and operational disruption—so buyers can model remediation, negotiate protections, or adjust integration plans.
Can you support sellers as well as buyers?
Yes. Sellers often need help meeting potential buyers, strengthening documentation, addressing high-risk gaps, and presenting a coherent, evidence-backed story to reduce diligence friction and increase buyer confidence.
What makes post-close integration hard in regulated operations?
Different QMS structures, SOP standards, definitions of completeness, and decision rights can create parallel systems and slow adoption. Integration also competes with ongoing production, release, and audit commitments.
How do you approach multi-site integration after an acquisition?
We map system differences, define what must be standardized versus local, establish governance, and build a sequenced roadmap with owners and milestones—so integration is achievable and inspection-ready.
When should we start planning integration?
Ideally during diligence. Integration planning is most effective when risks are identified early, transition assumptions are tested, and responsibilities are clarified before close.
Planning an Acquisition or Preparing to Sell?
Whether you’re conducting diligence, preparing your business for sale, or integrating a new site, we help you move forward with clarity and confidence. Get in touch to discuss how we can support your transaction.
Terraforme Biosciences 