Throughout any operation, we attach primary importance to the confidentiality of the information we exchange, handle and circulate. When we communicate information to declared candidates, we always perform preliminary verifications and then take all the necessary precautions.

During the process of a transfer, poor information management is detrimental and poses a serious threat to the company both internally (risk of disturbance and concerned employees) and in the market (damaging rumours or leaks that can be used by unscrupulous competitors to destabilize the company by instilling doubt in the minds of customers and suppliers).

We manage each project with strict confidentiality. During our engagement, our presence and involvement in the company are limited as much as possible. We prefer to establish direct, close contact with our client by maintaining distance with the company.

Building a relationship of trust

Our work methodology consistently includes our client in the advancement of the project: before execution, each step has been pre-approved and each action involves a detailed report and an exchange with our client.

In addition, we establish a relationship of trust and maintain close, direct communication with our client throughout the assignment.

The psychological dimension: a key factor of success in negotiations

A successful negotiation is founded on the combination of two distinct but complementary approaches, which can at times be contradictory and thus require thorough preliminary preparations to put in place:

Technical approach (the intelligible, rational aspect):

  • Mastery of all roles: accounting, financial, commercial, industrial, legal, tax, etc.
  • Choice of expert advisors

Psychological approach (the sensitive aspect):

  • Understanding of the behavioural model of each party (identification of centres of interest and real motivations of the counterparty)
  • The positioning of the involved parties who must mutually reassure their clients: enthusiasm and desire to enter into contract together
  • Preparation of the negotiation and presentation and classification of arguments, including arguments based on “authority” such as in-depth knowledge of the relevant sector
  • Choice of counsel
  • Supporting the client in order to ensure the positive conclusion of the negotiation, notably by being careful to resolve any misunderstandings, avoiding reaching a breaking point, and taking the time necessary to explain the positions of each party and to resolve any problems that are identified
  • Defending the interests of the Principal throughout the negotiations