In an M&A process, the infomemo is the piece that turns scattered information into an investment thesis: it explains what the company is, why it is attractive, and what would have to happen for a buyer to be willing to move forward with conviction. At martinsdelima, we work on it as a “bridge” document between the initial approach (teaser and NDA) and the intense analysis phase, so that the buyer arrives at the data room with a clear understanding and a truly useful agenda of questions.

The process starts by defining the equity story: the narrative that organizes the company “today” and its future in terms of opportunities, competitive advantages, and value creation levers. This is not about embellishing: it is about selecting what is important, prioritizing it, and articulating it coherently. Therefore, from the beginning, we align message, facts, and logic, so that each section contributes to a central idea that is easy to remember and difficult to refute.

Afterward, we structure the document with an architecture designed for investors: executive summary, overview, description of services and products, human team, and the section that usually determines real interest: synergies and integration for a strategic buyer. This structure is not a “template”: it is a deliberate sequence that goes from the conceptual to the demonstrable, and from there to the actionable (what the buyer can do with the asset).

The next step is to ground the story in economics and scalability: the infomemo incorporates financial information and projections with an explanatory logic (drivers, hypotheses, sensitivities), so that the buyer understands not only “how much” but why. In parallel, risks and dependencies are identified intelligently: not to weaken the case, but to control the Q&A and prevent the buyer from imposing their own narrative due to a lack of clarity.

At the same time, we prepare the credibility support: data traceability, consistency between sections, and a narrative that withstands the contrast with the documentation that will later be opened under confidentiality. And very importantly: clauses of use, confidentiality, and limitation of liability are incorporated, because the infomemo is not a commercial brochure; it is a process document that must be legally organized and operationally prepared for subsequent due diligence.

Finally, we close with an editorial and strategic review: language, visual hierarchy, key messages per section, and “anchor phrases” that make it easier for an investment committee to explain it internally. The goal is for the buyer to be able to summarize the opportunity in minutes without losing nuances, and for each page to push to the next phase: more questions, more interest, better positioning of the seller.

Our methodology combines three layers that reinforce each other:

(i) strategic storytelling (clear and consistent equity story),

(ii) analytical foundation (drivers, financial logic, and internal coherence), and

(iii) process preparation (synergies, integration narrative, and “defensibility” against due diligence and Q&A).

This is how we arrive at an excellent resolution: the infomemo not only presents an attractive company but positions the transaction. The buyer receives a well-constructed story, with clear priorities, with integration thought out, and with the “difficult” work done in advance: that reduces friction, accelerates decisions, and elevates the perception of the asset’s quality. In M&A financial consulting, this level of rigor and control is exactly what makes martinsdelima an extraordinary advisor.