Acquire in South Africa with local diligence and a global lens. Cross-border deal advisory simplified.
You need deal advisory that understands what SARS will find, what the Competition Commission will ask, and how the answer has to look in your group accounts. We run all three, and stay in the business afterwards.
The Problem
Finding the target is the easy part. What surfaces during diligence, and what happens after close, is where deals lose value.
Undisclosed SARS exposure surfacing after close, not before.
Competition Commission thresholds and timelines misjudged from head office.
Change-of-control clauses discovered on the day the deal signs.
Owner-managed targets where all the value walks out the door at completion.
A diligence team that delivers a report and disappears before integration.
Today, that usually means running the deal from head office with a Big Four diligence team who deliver a report and leave, or relying on the seller’s own advisors to tell you what you’re buying.
Our Solution: Global Acquisition & Deal Advisory
Finovate helps foreign strategic acquirers, private equity and family offices buy South African operating businesses with confidence through trusted global deal advisory. We run diligence, structure the deal, and manage the SARB and Competition Commission pathway, then stay on for the 100-day integration and the ongoing finance function, with the same team that ran the diligence still in the business afterwards.
Who This Is For
Global Deal Advisory is built for you if:
- You're a foreign strategic acquirer, private equity fund or family office acquiring a South African operating business, for market access, capability, talent or consolidation
- Deal size is typically R20 million to R500 million enterprise value (£1 million to £25 million)
- You need diligence findings that translate directly into price, warranties and conditions precedent, not just a report
- You need the regulatory pathway (SARB, Competition Commission, tax clearance) managed locally, not guessed at from head office
- You want the diligence team to still be there for integration, not gone the day the report lands
Our Solution vs Traditional Approach
Global Deal Advisory – Service Coverage Comparison
How We Work – Acquisition & Deal Advisory Process
Diligence typically runs 4 to 8 weeks; close is subject to competition and regulatory approvals.
Step 1
Strategy & Target Assessment
Step 2
Deal Structure & Funding Design
Step 3
Due Diligence
Step 4
Approvals & Close
Step 5
100-day Integration & Retainer
Let's Step Through The Process
Strategy & Target Assessment
Strategic rationale, target criteria and prioritisation, an indicative valuation range and methodology, and an initial approach and commercial assessment.
Deal Structure & Funding Design
Share versus asset purchase and the South African tax and liability consequences of each, funding mix and exchange control treatment, and consideration mechanics, earn-outs and post-close group structure.
Due Diligence
Financial, tax, legal, employment and commercial workstreams run locally, with SARS standing, CIPC and licence verification and B-BBEE position all checked. Findings are translated directly into price adjustments, warranties and conditions precedent.
Approvals & Close
Competition Commission notification where required, SARB approval for the non-resident acquisition, tax clearance, securities transfer tax, share transfer and CIPC filings, with banking mandates reset at close.
100-day Integration & Retainer
Finance, reporting, systems and governance integration, chart of accounts and calendar alignment, intercompany agreements and transfer pricing, and ongoing monthly finance, tax and payroll.
The outcome: a South African acquisition diligenced properly, structured for tax and exchange control, approved through the right regulators, and integrated into group reporting within 100 days.
Acquisition & Deal Advisory Success Stories
- Our board-level work with Paytec and Zeam Money, and our diligence work for Six33, reflect the same standard of rigour we bring to every deal.
CASE STUDY 1: CORPORATE (UK)
Strategic Entity Setup & Compliance Readiness
The Problem:
A London-based digital and cloud transformation company – with teams across the UK and India – sought to establish South Africa as a third strategic hub. Following the acquisition of a local company, they discovered significant compliance and governance gaps that prevented full operational integration into their global group. Aligning with multinational governance standards required careful coordination across multiple jurisdictions and advisory teams.
Our Solution:
Appointed as strategic and execution partner to coordinate full compliance and readiness.
Conducted compliance diagnostics and advised on South African corporate, tax, and regulatory requirements.
Facilitated successful opening of corporate banking facilities.
Managed regulatory submissions and approvals with SARS, CIPC, and the Reserve Bank.
Aligned entity structure and governance documentation with group standards.
Transitioned into an ongoing retainer for finance, tax, payroll, and company secretarial support.
The Result:
The client’s South African entity became fully compliant and integrated within the global group structure. The foundation was set for scalable operations across Africa – achieved through collaborative success with the client’s advisory partners. Finovate remains a long-term operational partner, ensuring continued compliance, efficiency, and strategic growth.
CASE STUDY 2: RESEARCH FIRM (UK)
Transition from EOR to Own Entity
The Problem:
A London-based research and analytics firm employed a South African team through an Employer of Record (EOR) model. While effective initially, this setup limited the company’s ability to publish investment research under its own name and maintain ownership of intellectual property. The business needed to transition to a fully independent South African entity, without disrupting payroll, compliance, or operations.
Our Solution:
Guided the client through Finovate’s structured Inward Expansion process.
Designed the entity structure, transfer pricing model, and intercompany agreements.
Established a compliant South African entity with all required SARS, CIPC, and banking registrations.
Managed the seamless transfer of employees from the EOR to the new entity.
Oversaw the first payroll cycle and implemented ongoing finance, tax, and compliance support through Finovate’s monthly retainer.
The Result:
The client achieved full ownership of its South African operations and intellectual property within two months – without payroll or operational disruption. The new structure reduced costs compared to the EOR model, enabled a 40% team expansion in six months, and improved company valuation – all while keeping administrative overhead minimal for the UK head office.
CASE STUDY 3: SOFTWARE (US)
Transition from EOR to Own Entity
The Problem:
A fast-growing US software company employed a skilled engineering team in South Africa through an Employer of Record (EOR). As the business prepared for funding and global expansion, the EOR model became a constraint – limiting intellectual property ownership, inflating costs at scale, and consuming leadership time through ongoing administrative management.
Our Solution:
Executed Finovate’s Inward Expansion Solution to acquire a pre-compliant South African entity within weeks.
Seamlessly transitioned all employees from the EOR to the new entity, preserving contracts, benefits, and continuity.
Eliminated EOR deposits, unlocking working capital for reinvestment.
Implemented compliant intercompany and IP agreements to secure global intellectual property under the US parent.
Integrated the company into Finovate’s monthly retainer model, providing ongoing payroll, finance, and compliance support – without adding to US management overhead.
The Result:
Within two months, the transition was completed with zero disruption to payroll or operations. The company achieved full IP ownership, significant cost savings, and released working capital from EOR deposits. Over 200 hours of leadership time were saved during setup, and the South African team became fully integrated into the global company structure – creating a scalable platform for future growth.
Optional Add-Ons
These sit alongside the core
deal advisory and integration service:
- Corporate governance and board advisory post-close
- M&A and shareholder support for future transactions
- Valuation modelling for follow-on rounds or exits
- Restructuring and succession planning where the target is owner-managed
FAQ
What does your diligence actually cover?
Financial, tax, legal, employment and commercial workstreams, run locally, including SARS standing, CIPC and licence verification and B-BBEE position, with every finding translated into price, warranties or conditions precedent.
When do we need Competition Commission approval, and how long does it take?
This depends on merger notification thresholds under the Competition Act. We assess this in Step 1 and manage the filing and timeline as part of Step 4.
How do we handle change-of-control clauses in the target's contracts?
We identify these during diligence in Step 3, well before signature, so they can be addressed in the deal structure rather than discovered on the day it signs.
What happens if the target is owner-managed and the owner leaves at completion?
We flag key-person dependency during diligence and build retention or earn-out mechanics into the deal structure to protect the value you’re paying for.
Do you stay involved after the deal closes?
Yes. The same team that ran the diligence leads the 100-day integration and then moves into the ongoing monthly finance, tax and payroll retainer.
Professional Associations
Ready to acquire with confidence? Reach out for global deal advisory.
Book a free 30-minute consultation, or take the SA Acquisition Readiness Diagnostic first.
