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  • Dossier 1711

Engineering Consulting Firms Sought Across Quebec and the Ottawa Region Roll out

Geographical location

Across Quebec and the Ottawa region.

Buyer profile

The buyer is a growing Quebec-based multidisciplinary engineering consulting firm implementing an acquisition-led growth strategy aimed at building a larger and more diversified platform.

The strategy includes both the acquisition of established firms that can become or strengthen regional hubs and the integration of smaller firms that can add teams, expertise and synergies.

Business areas

  • Civil engineering
  • Structural engineering
  • Mechanical engineering
  • Electrical engineering
  • Fire protection
  • Geotechnical engineering
  • Multidisciplinary firms
  • Complementary engineering consulting expertise

 

Desired business profile

Established engineering consulting firms of various sizes.

Larger firms with a structured team, recognized expertise and a significant regional presence are sought as strategic platform acquisitions.

Smaller firms are also sought when they can be integrated into an existing platform and contribute complementary expertise and group synergies.

Transition period

To be discussed.

EBITDA

 

 

Open, depending on the target’s profile.

The quality of the team, complementarity of expertise, integration capacity and potential synergies may justify an interest in a firm of a different size. The current acquisition mandate does not establish a specific EBITDA threshold.

 

Other characteristics

  • Established professional and technical team
  • Recognized expertise within its market
  • Strong complementarity with existing disciplines
  • Entrepreneurial culture and integration capacity
  • Potential for operational synergies
  • Larger firms capable of serving as regional platforms
  • Smaller firms capable of being integrated into an existing platform
  • Owner open to a sale, succession or transition, depending on the circumstances

 

Financial qualification

 

  • Sound and demonstrable financial position

 

 

  • Positive and normalizable EBITDA

 

 

  • Historical profitability or a clear path toward sustainable profitability

 

 

  • Financial statements and financial information sufficiently structured to support due diligence

 

 

  • Established professional and technical team

 

 

  • Limited excessive dependence on a single shareholder or key person

 

 

  • Strong retention of key employees

 

 

  • Recognized and complementary expertise

 

 

  • Ability to integrate into a larger platform

 

 

  • Compatible entrepreneurial culture

 

 

  • Genuine potential for operational synergies

 

 

  • No known material integrity, reputational or professional compliance issues

 

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  • Purchase of a commercial property
  • Equipment purchase
  • Working capital (liquidity)
  • Business acquisition and transfer
  • Technology development
  • Market expansion

Whatever the project, there are different financing tools that can be used.

  • Doing the process alone, especially if you have limited experience
  • Preparing a business plan or project summary without clearly explaining the company’s strategy
  • Underestimating the importance of marketing strategy—especially digital strategy
  • Creating unrealistic financial forecasts
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  • The biggest mistake: knocking on every door before the file is solid and credible

These are some of the most common mistakes entrepreneurs make when they aren’t properly supported.

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