The facts
The company announces a new site.
The CRM mentions an exchange already planned with an associate.
M&A ORIGINATION · CUSTOMIZED SYSTEMS
Decide who to approach, and why.
Gather the elements that inform an approach decision: your original thesis, sourced information and the history of the relationship.
BM Automation designs, around your tools, tailor-made systems mobilizing AI and agents to prepare this work. Your team chooses whether to probe, approach, monitor, or defer.
For partners and origination managers of M&A boutiques and corporate finance firms.
A discussion about your actual process. No confidential documents are necessary.
The team validates any external action.
Your original thesis
Sourced informationRelationship history
Your team chooses
Go deeper. Approach.
To watch. Differ.
The reasons remain visible.The decision remains human.
A relevant company is not always ready for outreach.
A business matches your theme. A change of manager, an acquisition or the opening of a site attracts your attention. These elements may be worth examining. They do not, on their own, justify making contact.
It remains to reconcile what makes the company interesting, what has just changed and what your team has already committed to. An ongoing relationship, a previous response or missing information can change what happens next.
The qualification with regard to your thesis and the decision of approach answer two different questions: does the company fall within your scope? Do you have a relevant reason to contact her now?
The system must prepare items for review, without turning each compatible business into a message to send.
A signal to review, with no automatic outreach.
Fictional scenario intended to explain the method. It describes neither a BM achievement nor a real company.
Your team covers an industrial sector. A followed company announces a new site. Before considering an approach, this information is compared to your theme and relationship history.
The interpretation
A clue, not an intention.
This development can inform business priorities. Its scope remains to be examined: neither need for advice nor intention to sell has been demonstrated.
The prepared recommendation
Prepare the exchange, not a parallel approach.
The announcement and the questions to be explored are prepared for the associate. The recommendation remains subject to its review.
The human decision
No new messages. The associate confirms the planned exchange, prepares it based on the announcement and chooses to re-examine the situation afterwards.
What remains in the follow-up
Keep the why. Sources reviewed, recommendation, decision, author and next step remain linked.
Do not contact becomes a documented decision, not a forgotten business.
Connect research, judgment and follow-up.
We build this course based on your criteria, your authorized sources and your tools. Depending on the work to be accomplished, we combine AI agents, automation with explicit rules and validation by the team.
Translating your thesis into research
Your team specifies the themes, criteria and exclusions. The system can help structure them, search for relevant companies and prepare a sourced map.
The limits of the scope, uncertain reconciliations and missing data remain to be identified. Missing information does not become a reason for implicit exclusion.
Qualify and prepare the approach
Monitoring and enrichment can bring new information closer to your criteria, reveal contradictions and prepare the points to be examined.
When the team chooses an approach, the preparation brings together the reason for contact, the context elements, the relationships already known and the questions to be verified. A draft can be prepared; its content and sending remain subject to validation.
Continue from decision
The system can keep the choice, its reason, its manager and the next step in the selected tools. A response or a change in the situation may lead to re-examining the follow-up, rather than continuing with a follow-up that has become unsuitable.
CRM updates follow agreed permissions. A failed write must remain identifiable, and not appear as completed.
The exploration can be expanded when the accessible sources, criteria and review capacity of the team allow it. This does not assume exhaustive market coverage or access to proprietary data.
Customization must meet a need that your tools do not cover.
We start by looking at what your databases, CRM and practices already allow you to do.
Tailor-made is justified when useful work remains to be organized: relating information to your thesis, taking into account the person carrying a relationship, examining an exception or finding the reason for a choice.
Your criteria, your sources and your way of arbitrating determine what to build. A technically possible connection is not enough to make a system relevant to your team.
If a better configuration of your tools covers the need, there is no reason to add a system. Scoping also serves to establish it.
Experience in M&A processes.
We have designed an internal and client system in M&A to centralize missions, targets, reminders, documents and reporting.
This experience nourishes our understanding of monitoring responsibilities, exchanges between the team and its tools, and the continuity of a file.
Scope of this reference:
See our M&A experience
it concerns M&A operational monitoring. It does not constitute a reference in agentic origin nor proof of commercial gains from this new use.
A first MVP in four weeks, subject to scoping.
The four weeks concern a first usable version of a delimited flow, not the deployment of your entire origination.
Feasibility, costing and launch conditions depend on the sources, access, tools and rules verified during scoping.
A possible starting point
On a universe of companies already followed, reconcile the new information with your thesis and the relational history, prepare the subjects to be examined, then keep the decisions in the chosen CRM.
In this example, expanded discovery of new businesses and sending messages remains outside the first scope.
What we check together
Do the sources support the information presented? Are the unknowns and contradictions identified? Is the review and correction work acceptable? Does the team remember their decisions and their next step?
A volume of sheets produced is not enough to conclude. The usefulness must be examined in the actual work, taking into account the necessary control.
The expansion of the perimeter depends on these observations.
Scope a first workflow
Let's start with recurring work that your team can describe and verify.
A CRM compatibility, signal or update does not prove a business opportunity. This work does not come with any promise of appointments, mandates or return on investment.
Questions to resolve before building.
Should we change CRM or databases?
The project starts from your existing tools. We examine the access possibilities, the rights of use, the quality of the information and the reading or writing rules. An integration is not assumed to be available prior to this review.
The framework must distinguish what can be configured in your tools from what justifies additional development.
How do you deal with uncertain information?
A source may be old, ambiguous or contradictory. Information must remain to be confirmed, and absent data must not be transformed into a negative response.
Likewise, a failed collection should not appear as an absence of signal. These situations are among the cases to be tested with the team. The presence of a source does not exempt us from verifying that the conclusion is justified.
Where does our data go and who can access it?
Authorized sources, technical service providers, hosting, access rights, conservation and permitted uses must be defined for your perimeter, before opening access.
We do not assume either generalized access to your documents or an identical confidentiality configuration for all teams.
What if the verification takes us so long?
Reading, correction and refereeing time are part of the evaluation. It should not be ignored in favor of production speed alone.
If the review absorbs the interest of the system, it must be simplified, reduced the scope or reviewed the approach before extending it.
What budget and what follow-up after the MVP?
The costing depends on the scope and its dependencies. Any costs of sources or technical services, operation, maintenance, documentation and recovery conditions must be specified.
The deadline announced for a first MVP does not constitute a universal package or automatic inclusion of these positions.
Which origination decision would you like to prepare more effectively?
Describe a situation: the companies you follow, the information you reconcile, the people who arbitrate and what should then join the CRM.
We will examine with you what is worth building, what must remain human and what can constitute a first perimeter.
Scope a first workflowWrite to BM Automation
No confidential document is necessary for this first exchange.