Mergers & Acquisitions
M&A Business Development
Deal flow built by design, not by chance.
Handle structures M&A business development as a disciplined sourcing engine — defining the target universe, screening opportunities for strategic, commercial and financial fit and building pipelines with clear stages, ownership and board reporting.
When this is needed
M&A Business Development in the UAE: where the mandate begins.
- Acquisition opportunities arrive opportunistically and are disconnected from strategic priorities.
- Management time is spent on low-fit targets that should have been filtered out early.
- The board has no clear view of the pipeline, its quality or its conversion into live deals.
- A growth strategy requires acquisitions, but target criteria and outreach have not been defined.
Matters Handle leads
Deal origination mandates.
Four mandate types. One intentional deal pipeline.
Target Identification & Scanning
Potential targets discovered and mapped against strategy.
Qualification & Prioritisation
Opportunities ranked on fit, feasibility and value.
Pipeline & Stage Design
Pipeline stages, requirements and controls defined.
Market & Segment Analysis
Markets and segments that support deal flow assessed.
The scope
M&A Business Development — scope, made explicit.
A focused, premium mandate — with strategic fit at the center of every opportunity.
Target Universe Mapping
Criteria-based target lists with opportunity tracking.
Fit Screening
Strategic, commercial and financial fit tested early.
Acquisition Theses
Deal narratives developed for priority targets.
Engagement Strategy
Outreach to targets, advisers and intermediaries structured.
Pipeline Governance
Reporting for leadership and boards, coordinated with corporate strategy.
The mandate
Origination with discipline.
Without structure, deal flow becomes opportunistic and inconsistent. Handle builds sourcing and screening systems that keep the pipeline aligned with strategic priorities and the organisation’s capacity to execute.
Targets are selected on fit, size, financial profile and value potential, and progress through defined stages with clear owners. Leadership sees what is in the pipeline, why, and what moves next.
What the mandate delivers
- Target universe definition
- Opportunity scanning and qualification
- Pipeline stages, ownership and reporting
- Early-stage screening frameworks
- Acquisition theses and deal narratives
- Board-ready pipeline visibility
How the work runs
Four disciplines. One qualified pipeline.
Every M&A business development mandate is run with sourcing, screening, pipeline and reporting control.
01
Target Universe
Structured identification of potential targets.
02
Pipeline Structuring
Clear criteria, stages and ownership.
03
Fit Screening
Low-potential opportunities filtered early.
04
Pipeline Reporting
Deal flow and quality tracked for leadership.
The Handle model
Practice-led. Never fragmented.
The transaction may begin here — it stays connected to strategy, capital and law.
Strategy & Operations
The work stays connected to market position, operating model, performance and execution governance.
M&A & Capital
The work stays aware of capital readiness, investor review, transaction logic and deployment discipline where relevant.
Legal & Regulatory
The work stays protected through structure, rights, governance, enforceability and regulatory or dispute readiness.
Why Handle
The right deals, at the right time.
Handle links business development directly to corporate strategy — so sourcing priorities reinforce long-term growth, capability and portfolio objectives, and capital is committed to the right targets.
- Criteria-led target universe design
- Early screening for strategic and financial fit
- Structured outreach to targets and intermediaries
- Pipeline governance and board reporting
- Origination linked to corporate strategy
- Partner-led mandates with institutional discipline
Before offering your business for M&A, you must raise it with discipline. Strengthen governance, restore financial clarity, and sharpen strategy. A parented business attracts investors with confidence, not discounts.
Mohamed abu El-MakaremManaging Partner & Chairman
Engagement paths
Where this work typically begins.
Growth & Expansion
When the asset must scale capacity, geography, capital, partnerships or market share.
Turnaround
When the asset must reset structure, capital, law, governance and operations under pressure.
Coverage
Connected across the transaction practice.
Handle builds M&A business development pipelines for corporates, family groups and investors acquiring in the UAE and across the region.
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Across the Handle model
Questions, answered
M&A Business Development — questions, answered.
How Handle structures M&A business development and deal origination.
What is M&A business development?
It focuses on sourcing, screening and initiating potential acquisition or partnership opportunities.
How does M&A business development differ from corporate development?
Corporate development covers the full deal cycle, while business development focuses on origination and early engagement.
Why does deal sourcing need structure?
Without it, deal flow becomes opportunistic, inconsistent and disconnected from strategy.
Which tools support M&A business development?
Research databases, CRM systems, sector mapping and structured target lists with clear tracking.
How are targets selected?
On strategic fit, size, financial profile, capability and potential value creation.
Should senior leadership be involved?
Yes. Senior involvement is often needed for key targets and to demonstrate commitment.
How is business development performance measured?
By the number and quality of sourced opportunities, conversion into active deals and strategic fit.
Can deal origination be outsourced?
External parties can support research and introductions, but internal ownership is needed for decisions.
What is Handle’s role in M&A business development?
Handle designs target criteria, builds pipelines, structures outreach and links origination to strategy.
How should business development connect to corporate strategy?
Directly, so sourcing priorities reinforce long-term growth, capability and portfolio objectives.
Insights
Perspectives from live mandates.
Partner-led analysis on law, capital and strategy, shaped by boardroom realities across the UAE and the GCC.
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Work with Handle
Begin with M&A Business Development — kept connected to the whole Handle model.
When deal flow must follow strategy.
Request an initial review
When an acquisition pipeline must be built with intent.
Set out the matter. A partner reviews it and responds with a defined route, strategy and accountable lead.
- Partner-level review of every request
- Strict confidentiality and privilege from first contact
- One accountable partner from review to execution
