Acquiring an operation while preserving cash

Felipe · São Paulo, SP

Illustrative case study with a fictional character and hypothetical amounts.

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Two businesswomen engage in a conversation during a professional meeting in a modern office.

Capital soughtR$12,000,000

Planned own fundsR$3,000,000

Total budgetR$15,000,000

01 / The challenge

What needs to change.

A company is considering buying a complementary operation. Price is only part of the project: due diligence, liabilities, working capital and integration also matter. Buying shares and buying assets have different consequences. The plan identifies what is acquired, who decides, required consents and the cash needed after completion. Synergies need costs, timing and accountable owners rather than being assumed benefits.

assess what is being bought and protect integration cash.

Capital is part of the plan. Before seeking funds, the owner organizes the problem, compares alternatives and identifies spending that can be delayed, reduced or met from own resources. The presentation should distinguish verified facts from execution assumptions.

02 / Use of funds

The budget,
line by line.

Each line connects to purpose and execution evidence.

Initial acquisition paymentR$9,375,000

Due diligence and documentationR$1,125,000

Operating integrationR$1,500,000

Post-acquisition working capitalR$3,000,000

TotalR$15,000,000

Nominal example amounts. Actual costs, fees, taxes and contracting expenses need to be determined for a real transaction.

03 / Staged execution

Milestones before
the next step.

Hypothetical 12-week assessment schedule. Actual timing and conditions depend on the project.

01 · Weeks 1–4

Complete diligence and define the perimeter

R$3,000,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

02 · Weeks 5–8

Document conditions and complete the purchase

R$5,400,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

03 · Weeks 9–12

Integrate while preserving customers and cash

R$3,600,000

Portion of capital sought associated with this stage’s plan. Actual release depends on contracts, conditions and the financial provider.

04 / Instrument and rights

Capital has
clear corresponding rights.

Convertible instrument

The example instrument is a structural assumption. Actual terms need identified parties, amount, currency, remuneration, term, costs, responsibilities, default events and exit conditions. Receivables require checks of existence, ownership, restrictions and prior assignment. Equity and conversion depend on corporate structure and required acts.

KEZS organizes technology and intermediation. It does not assign a score or decide whether an investor should accept this risk. Diligence is independent and capital may suffer partial or total loss. Applicable providers need to be identified before contracting.

What to verify.
What to monitor.

Documents

Financial statements, contracts and liabilities
Acquisition terms and completion conditions
Integration plan and approval authority

Risks to discuss

Hidden liabilities and unassessed contingencies
Customers or staff leaving
Synergies taking longer and consuming more cash

Metrics

Normalized target operating cash
Liabilities identified and addressed
Customer retention after integration

05 / The takeaway

More clarity to
build and assess.

The study shows how a need becomes a budget, stages and criteria. It does not demonstrate approval, completed funding or business results. A real transaction may require structural changes, further information and different terms. The method’s value lies in making questions visible before committing capital.

Integrity and traceability records help preserve versions and confirmed events. They do not replace verification of documents and financial confirmations. Participant privacy should be preserved even when a project presentation is public.

Questions to help
take the next step.

Understand what to prepare, compare and monitor.

What is the first step for this project?

Start by working to assess what is being bought and protect integration cash. Connect the purpose to a budget and verifiable milestones before negotiating terms.

Which documents help assessment?

Financial statements, contracts and liabilities; Acquisition terms and completion conditions; Integration plan and approval authority. Share only necessary information with authorized participants and verify the submitted version.

Which risks need attention here?

Hidden liabilities and unassessed contingencies; Customers or staff leaving; Synergies taking longer and consuming more cash. Each funder performs their own assessment; KEZS provides no score or approval guarantee.

Can a newly opened business organize the project?

Yes. The model considers businesses of every size from their first day of registration. Limited history requires other evidence. A project does not guarantee approval or funding availability.

Can the project amount vary?

Planning examples range from R$2,000 to R$20 million. Budgets should reflect actual needs and available own funds. Terms and contributions depend on the transaction and participants.

How do I monitor capital use?

Agree on milestones, responsibilities, documents and metrics. Separate forecasts, available cash and confirmed financial events. Technology supports history without guaranteeing business outcomes or payment.