Service
Acquiring a company in another language is rarely a documentation problem. It is a comprehension problem. Nicholas works on both sides of the table, helping buyers understand what they are actually buying and helping sellers present a business in terms the other market recognises.
Building a defensible view of who is worth approaching. That means reading the market in its own language, working through local trade press, registry filings, sector associations, and informal networks that rarely surface in English-language research. The output is a shortlist with reasoning attached, not a list of names.
Testing the commercial story behind the numbers. Customer concentration, pricing power, channel dependency, and the durability of relationships that may be personal rather than contractual. In many Spanish-speaking markets, a great deal of enterprise value sits in relationships that never appear in a data room, and a buyer who misses that overpays or underestimates the risk of departure.
Not a formal valuation, but the commercial framing around one. What comparable transactions in that market actually imply, where earn-outs and deferred consideration are normal versus where they signal distrust, and how tax, employment, and corporate custom shape a structure that both sides can accept.
Sitting alongside the client through the conversations that decide the deal. Terms carry accurately in both directions, and so does tone. Directness that reads as efficient in London or New York can read as dismissive in Madrid or Bogota, and warmth that reads as good manners in Latin America can read as evasion to an Anglo buyer. Nicholas keeps both readings visible.
The period after signing is where cross-border acquisitions most often lose value. Reporting expectations, decision rights, retained management incentives, and internal communication all need to work in two languages and two cultures. Nicholas helps set that up before misalignment hardens.
Situations this work addresses
The buyer runs a process-led diligence programme and expects documented answers within fixed deadlines. The vendor is a founder-led business where the founder is the commercial relationship. The risk is not fraud, it is a buyer concluding the seller is disorganised and a seller concluding the buyer does not trust them. The work is to translate the process into something the vendor recognises as reasonable, and to translate the vendor's informality into evidence the buyer can rely on.
The seller has a strong regional position but has never presented itself against US reporting norms. Financial history, customer contracts, and forward plan all need restating in a form the acquirer's investment committee will accept, without inflating anything or losing what makes the business genuinely valuable.
These are illustrative situations drawn from the kinds of problems this work addresses. They do not describe identifiable clients or transactions.
Other practice areas
Land Acquisitions
Site sourcing, appraisal, planning context, and landowner negotiation for developers and investors moving into unfamiliar jurisdictions.
Marketing and Data-Driven Strategy
Positioning, demand analysis, and planning built on evidence rather than assumption.
Go-To-Market
Market entry and growth plans for companies moving between English-speaking and Spanish-speaking markets.
Contact
Share a short outline of your situation in English or Spanish. You will receive a considered reply on whether and how Nicholas can help.
hello@nicholaspow.comConsultations available in English and Spanish
