M&A & Market Entry
Foreign buyers need a clearer view of Vietnamese targets. Sellers need access to the right counterparties. We work between the two.
Deals in Vietnam usually stall on information, structure, or approvals before they stall on capital.
We help international principals and local counterparts work from the same facts and the same process.
Bad information makes good deals look bad
By the time diligence reveals the problem, months have passed and the structure may already be hard to change.
Southeast Asia's deal market is active, but closing still takes careful work. Information gaps hide counterparty risk. A structure built for another market often needs to be redesigned for Vietnam. Financing problems can surface only when a lender begins its review. We coordinate principals, local counterparts, advisers, and authorities so the information, approvals, and transaction documents line up before capital is exposed.
Where cross-border transactions break
Information, structure, and financing create friction at different points in a deal.
Southeast Asia is attracting capital
Southeast Asia drew over $224B in FDI in 2022, and regional M&A reached $57.6B in 2024, up 28% on the year. As companies diversify beyond China, much of that interest is landing on Vietnamese technology, healthcare, and financial services.
Targets are hard to read
Buyers need a clearer view of the target, the counterparty, and the approval path. Sellers often struggle to reach the right international buyer. The information gap costs both sides time.
Sourcing and coordination
We source through relationships with authorities, SOEs, and corporates, then coordinate diligence, structure, and approvals around the way the process works in Vietnam.
Rules differ by sector
Ownership caps, approval authorities, and tax treatment shift sharply from technology to healthcare to logistics to manufacturing. Knowing the sector is not enough; the deal also has to clear the regulators who govern it.
Structures need rework
Merger control, investment screening, and sector caps create a different approval path for each deal. A structure built elsewhere often has to be rebuilt for Vietnam.
Structure for approval
We map the approvals before the deal is set, then build governance that serves both the commercial case and compliance requirements.
Lenders want a complete file
More deals are now cash- and debt-financed. Before they commit, institutional lenders want complete diligence, clean security, and ESG and governance they can verify.
Financing stalls late
Weak diligence, unclear title, or a compliance gap often appears when a lender starts its review. By then, the deal has already lost time.
Prepare the deal for lenders
We line up diligence, valuation, and documentation so lenders and investors can answer their questions before capital is committed.
How a mandate runs
A clear path from first contact to a governed, integrated business.
Sourcing and diagnosis
We screen targets through provincial, SOE, and corporate relationships and test the counterparty before the mandate moves forward.
Structure and diligence
We shape the deal around its commercial and regulatory conditions, then coordinate legal, financial, and regulatory diligence.
Approvals and execution
We map the approval path and keep authorities, advisers, documents, and deadlines aligned.
Integration and governance
We stay involved through integration, governance, and compliance after the transaction closes.
Built for execution
We work on the sourcing, structure, and approvals that determine whether a deal can close.
Deal access
Relationships and process knowledge that connect you to qualified opportunities.
Transaction structure
Deal architecture that accounts for regulatory, commercial, and financing needs.
Financing preparation
Diligence and documentation prepared for lender and investor review.
Execution
Coordination through approvals, closing, and integration.