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Eric Furlow

Furlow Consulting LLC, Internet Mergers & Acquisitions Consulting

Eric Furlow is the President of Furlow Consulting LLC, a position he has held since December 1996.1 He is an experienced professional specializing in technology mergers and acquisitions, with a focus on internet-related assets and entities.13

Background and Experience

  • Education: Furlow holds a Master of Science degree from Bentley College - Elkin B. McCallum Graduate School of Business, which he attended from 1997 to 1998.14

  • Military Service: He served in the U.S. Navy as a BM-3 from 1987 to 1991.1

  • Early Career: Prior to founding his consulting firm, Furlow worked as a Merger and Acquisitions Manager at A+ Network, Inc. from February 1994 to November 1996, and as a Nationwide Affiliate Program Manager at Network USA from 1992 to 1994.1

Expertise and Services

Furlow Consulting LLC specializes in:

  • Assisting individuals and corporations in acquiring, merging, valuing, and divesting Internet-related assets and entities.1
  • Focusing on sectors such as web hosting, cloud services, SaaS, IaaS, and managed service providers (MSPs).3
  • Providing strategic guidance for organizing, marketing, and divesting companies to maximize value.3

Notable Achievements

  • Involved in over 200 technology-related transactions across multiple countries, including the US, Canada, UK, Australia, India, Ireland, and Northern Europe.4
  • Published a book titled "Internet Mergers and Acquisitions: A Collection of Articles From My 20+ Years in the Lower Middle Market M&A World".2

Eric Furlow is known for his expertise in the technology M&A space, particularly in the lower middle market, and has been assisting clients in this field since 1996.13

Highlights

Jun 21 · linkedin

Is there too much positive Merger and Acquisition hype out there?

How about some realities, risks and considerations for a Tech Owner/CEO contemplating their first tech business acquisition

1.    What are the odds the gaggle of migrations, transitions, legalities, due diligences, cultural fits, hiring/firing, training, integrations, hand-offs etc. … all go well during the 1st acquisition?  Buyers must not forget, every bump in the road is a few basis point hit on the acquisition’s ROI. 

2.    Just searching for and screening deals can be extremely time consuming for several team members.  While it only takes 2-4 months to close most deals, it might take 2 years and looking at 50+ companies to find a good enough target. (There are many exceptions of course.)

3.    If the Owner/CEO is the one leading the acquisition, which of their current responsibilities will they set aside due to this new commitment?

4.    Some of the Seller’s key people might turn out to be quite different a few months post-closing than what the Owner/CEO encountered before closing.

5.    If the Owner/CEO out-bids several much larger serial acquirers, they probably overpaid for a few reasons unless this Owner/CEO has some sort of amazing competitive advantage.

6.    Pride and ego might become a variable, and not in a good way.  After searching for a good deal for 2 years the Owner/CEO finally finds a Jewel in the Rough, then the bidding with other buyers gets fierce.  The Owner/CEO thinks … “I have to have that deal!”. (you know what happens next)

7.    The Owner/CEO’s existing key employees might wonder if/when they might be replaced by the Seller’s managerial equivalents, potentially disrupting company culture.

8.    The Owner/CEO might be reminded by some Sellers that when large amounts of money are at stake, the differences between lying and negotiating become blurry.

9.    After signing a Letter of Intent with a Seller, most of unanticipated news that comes in regarding the deal is not going to be good. 

10. Using the newly created (yesterday) in-house due diligence team for the first tech company acquisition might turn out to be more expensive than outsourcing various aspects of due diligence. 

Just because it is the Owner/CEO’s first tech business acquisition, doesn’t mean it also has to be the entire team’s first acquisition experience.

Acquiring a company is more than an “M&A To-Do List”.  It is a multi-team orchestra of different processes, many of which are contingent upon another, and this lasts for months. 

While it’s not for everyone, acquiring a tech company can be a good strategy.  There are certainly a lot of serial acquirers who are really good at it.

In closing, tech business acquisitions are a lot like Golf.  It may be best for someone to play it on a regular basis or sell their clubs.  (I did.)

#msp #webhosting #managedit

Apr 22 · linkedin

Lost your job due to a tech merger or acquisition?     … job tips from an old dude    #notAI  

Some Big Tech companies have been laying off employees in bulk in the coldest most ruthless ways.  Just because these big companies are taking the low road, doesn’t mean you have to.

Be the classiest person to ever leave their job, why?

o   If you plan to work in the tech industry for the foreseeable future anywhere in the world, you will likely run into many of the same people over and over.  This includes some of the people at the company you just left.  So don’t forget, not every manager made the decision to let you go.

o   Unfortunately, many people are looking for the tiniest of events or actions to label someone either a really good or a really bad person.  Try not to give people, many of whom might barely know you, the opportunity to label you for life because of a justifiably negative reaction to life changing news. 

o   The owner and senior managers of the company might be your best source of a personal and professional reference for the next job.  Even better, they might know your next boss. 

o   If the deal hasn’t closed yet there is a chance the initial personnel decisions will change. 

o   If you quickly find another job … plans might change at the company you just left and the CEO/owner or buyer might want you back.  This can be used as leverage.

o   Sometimes there are situations where a select number of people will be needed post-closing, but only for a transition period. This can be a great opportunity for you to simultaneously work with the buyer and look for a new job.  Who knows, the buyer might be impressed with you and offer you a much better job than the one you find during the transition period … and maybe better than the one you had prior to the deal.

Final thought. If you hear that the company you work for is being acquired, of course the first things you want to know are … is it true, who is the buyer, when is the deal closing and will the buyer want to keep me or not.

If employees ask the CEO/Owner if the company is being sold … this is a real dilemma for the owner.  Does the owner tell the truth … or not?

Before you put the owner in a headlock, keep in mind if word gets out that the company is for sale, the best employees might start to leave the company.  This employee departure might induce the buyer of the company to walk from the deal.  Or for whatever other reason the deal doesn’t close, the company would be worse off due to the employee departures. 

Over the years I have been amazed at how many business owners almost killed their own company divestiture or lowered the value of their deal because the employees were not going to be taken care of to the degree the owner was comfortable with. 

#msp #technology #tech

Related Questions

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Eric Furlow
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