New York, NY, 16th September 2025, ZEX PR WIRE– In a business climate defined by fast-moving deals and heightened competition, seasoned executive and advisor Frank Okunak is calling on founders, private equity leaders, and corporate boards to return to the fundamentals of due diligence before closing acquisitions.

Okunak, who has advised both multinational corporations and growth-stage firms through acquisitions and integrations, warns that too many deals are driven by momentum and vision while overlooking the critical discipline of rigorous review. “Acquisitions should not be a gamble,” Okunak says. “A well-thought-out due diligence process isn’t bureaucracy—it’s the bedrock of a successful transaction.”

Why Due Diligence Matters More Than Ever

With global M&A activity rebounding in 2025 after a slowdown in previous years, pressure to close deals quickly has intensified. Yet, according to Okunak, the risks of moving too fast are higher than ever.

“Deals collapse not because the target lacked potential, but because the fundamentals weren’t scrutinized,” Okunak explains. “The acquisition process must extend beyond excitement over synergies. It must answer the hard questions: What are we really buying? Can we sustain it? Will this company strengthen or weaken us in five years?”

A Framework for Review: Five Core Pillars

Okunak highlights five essential components of the due diligence process:

1. Client List

Revenue projections are only as strong as the relationships behind them. A careful review of the client list should assess client concentration, renewal likelihood, and overall satisfaction.

“Too often, buyers assume revenue will continue without interruption,” Okunak notes. “But if 40% of revenue depends on one or two clients, that’s a fragility you cannot afford to ignore. Strong acquisitions are built on diversified, loyal customer bases.”

2. Financial Statements

Financial diligence goes beyond reviewing top-line growth. It requires forensic analysis of margins, recurring revenue, and liabilities.

Okunak urges acquirers to dig deep into audited statements, balance sheets, and cash flow patterns. “Numbers tell a story,” he says. “Healthy EBITDA margins are important, but so is understanding whether they are sustainable or inflated by one-off events. A disciplined buyer stress-tests assumptions to ensure the financials hold under different scenarios.”

3. Talent Pool

In today’s knowledge economy, people are often the most valuable asset being acquired. Okunak stresses that culture fit, retention risk, and leadership bench strength should be central to diligence.

“Investors may focus on technology or contracts, but talent makes or breaks integration,” Okunak argues. “If the senior team leaves post-acquisition, you may be left with a shell of the company you thought you bought. A robust talent assessment must be part of every deal.”

4. Assets and Liabilities

A disciplined buyer evaluates not just what is owned, but what is owed. From intellectual property and real estate to contingent liabilities and litigation exposure, Okunak emphasizes that this review shapes both valuation and risk profile.

“Assets are only valuable if they are truly defensible,” he cautions. “And liabilities can sink even the most promising acquisition. Overlooking this step is like buying a house without checking the foundation.”

5. Succession Planning

Okunak believes succession is often the most overlooked dimension of diligence. If the current leadership is central to client relationships and operations, the buyer must ensure a credible succession plan.

“Leadership transitions can destabilize revenue, culture, and client trust,” he explains. “Smart buyers plan for continuity long before the ink dries. You can’t afford leadership gaps in the first year of ownership.”

The Cost of Neglect

Okunak points to high-profile acquisitions that have unraveled due to inadequate diligence: inflated valuations, cultural mismatches, or sudden client departures. “Behind every failed deal is a missing discipline,” he observes. “Skipping diligence is not a shortcut—it’s a setup for long-term loss.”

For smaller firms and private equity-backed rollups, the stakes are even higher. Without the safety net of large balance sheets, one bad acquisition can jeopardize years of growth. “Founders must resist the pressure to close fast,” Okunak advises. “Disciplined diligence may delay the celebration, but it dramatically increases the odds of success.”

Beyond the Checklist: Discipline as Culture

While checklists matter, Okunak emphasizes that diligence is also a mindset. “It’s about building a culture of accountability,” he says. “Every acquisition should be tested through the lens of sustainability. Will this deal stand up to the pressure of integration, client expectations, and market shifts?”

Okunak believes that discipline should extend beyond closing. “Post-acquisition integration should be planned during diligence, not after the deal is done. That includes aligning talent incentives, client communication, and systems integration. Execution is where most deals stumble, and diligence is the only way to prevent it.”

A Message for CEOs and Boards

For Okunak, the responsibility lies squarely with CEOs and boards. “You cannot delegate away responsibility for diligence,” he insists. “Leaders set the tone. They must demand thorough reviews of client concentration, financial sustainability, talent retention, and succession readiness. Anything less is negligence.”

 He acknowledges that deal-making often carries the excitement of vision and growth, but insists that only discipline turns acquisitions into long-term wins. “Great deals aren’t about speed,” Okunak concludes. “They’re about clarity. When the fundamentals are respected, acquisitions don’t just expand — they endure.”

About Frank Okunak

Frank Okunak is a seasoned executive, advisor, and former CFO and COO of Weber Shandwick, one of the world’s leading PR and digital firms. With decades of experience in corporate strategy, finance, and M&A advisory, Okunak has guided startups, agencies, and private equity firms through growth and integration. His counsel emphasizes discipline, financial rigor, and long-term sustainability as the cornerstones of business success.