We have the best earn-outs in the industry vis-à-vis a ballooning profits interests and a second bite of the apple with equity in the newco for the owners that sell to us.

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1. The Vision – is there a realistic yet compelling vision for the long-term future together? 

2. The Leadership – did the company immediately clarify leadership and roles 

3. Growth – how does 1 + 1 = 3 in the near future while accounting for customers, capabilities, costs, and culture? 

4. Early wins – plan for and accomplish early wins to create momentum and unity. 

5. The Culture – Do cultural differences exist, and how can they be turned into benefits? What's the company's plan to keep employees from leaving (cash and non-cash)? 

6. Communication – Is there a detailed communication plan? Are the proper people and mediums being used to communicate? 

7. Risk Management – Is risk addressed defensively and reactively, and how can risk be turned into gains? 

8. Our Board of Directors and Consultants will oversee technical and operational integration and set a clear process for the C-Suite to follow. 

9. Culture integration is the biggest pitfall in most M&A transactions, so at EHG, we believe that each subsidiary should stand on its own 2 feet to avoid a culture clash while leveraging synergies in the EHG ecosystem.