Vectors
The major pathways through which transaction value can be created or protected.
Velintis M&A Intelligence Framework
From evidence to defensible value creation.
The Velintis M&A Intelligence Framework gives investors and operators a structured way to identify, validate, and quantify value creation opportunities. It connects the strategic ambition of a transaction to the evidence needed to assess, prioritise, and defend each finding.
Framework Overview
A clear path from opportunity area to actionable finding.
The framework moves from broad sources of value to focused areas of analysis and then to specific levers. This structure helps teams examine the complete value creation picture without losing the evidence behind each conclusion.
Dimensions
The business areas examined to locate evidence-backed value creation opportunities.
Synergy Levers
The specific opportunity types used to turn evidence into focused, reviewable findings.
Risk Categories
The cross-cutting overlay used to assess exposure across every vector, dimension, and lever.
3 Vectors ↓ 7 Dimensions ↓ 24 Synergy Levers — a consistent hierarchy for moving from strategic questions to defensible value creation opportunities. The 4 Risk Categories operate as a cross-cutting overlay. Functional Domains provide drill-down views only and are not part of the client methodology.
The Three Vectors
Three perspectives on where value can move.
The vectors organise opportunities by their primary source of value. Together, they provide a balanced view of efficiency, financial performance, and commercial upside. The risk overlay applies across all three vectors.
Cost Vector
3 DimensionsCost
What it means
Opportunities focused on cost reduction, consolidation, efficiency, and stronger asset utilisation.
Opportunities identified
Cost base consolidation, footprint optimisation, procurement improvement, workforce rationalisation, and avoidance of unnecessary capital expenditure.
Why it matters
Creates a clearer path to controllable, near-term value and a more efficient combined operating model.
Dimensions
Cost SynergiesGeographical FootprintCapital Expenditure
Financial Vector
3 DimensionsFinancial
What it means
Opportunities focused on cash flow, working capital, treasury, tax, and capital efficiency.
Opportunities identified
Logistics consolidation, improved cash conversion, treasury alignment, structural tax efficiencies, and legal entity simplification.
Why it matters
Releases value that can remain hidden across functions and strengthens the financial performance of the combined business.
Dimensions
Logistics & Supply ChainWorking Capital & TreasuryTax & Corporate Structure
Revenue Vector
1 DimensionsRevenue
What it means
Opportunities focused on growth, cross-sell, market expansion, pricing, and commercial optimisation.
Opportunities identified
Cross-sell, up-sell, channel expansion, pricing improvement, portfolio alignment, and entry into new geographic markets.
Why it matters
Connects the growth thesis to observable evidence and makes commercial upside easier to evaluate and prioritise.
Dimensions
Revenue Synergies
The Seven Dimensions
A complete view across the business.
Each dimension focuses the analysis on a distinct area of the transaction. The dimensions help teams locate opportunities, understand their business relevance, and see how each finding contributes to the wider value creation thesis.
Cost Vector
Cost Synergies
Purpose
Identify duplicated costs, overlapping capacity, and opportunities to align the combined cost base.
Opportunity type
Recurring operating-cost reduction and procurement improvement.
Business relevance
Supports a more efficient operating model and a clearer view of achievable EBITDA improvement.
Cost Vector
Geographical Footprint
Purpose
Assess how effectively the combined organisation uses locations, facilities, and regional coverage.
Opportunity type
Property consolidation, capacity optimisation, and territory alignment.
Business relevance
Reduces fixed-cost duplication while aligning physical presence with the future operating model.
Cost Vector
Capital Expenditure
Purpose
Identify where existing assets and planned investments can be shared, combined, or avoided.
Opportunity type
Capital avoidance, asset sharing, and project rationalisation.
Business relevance
Protects cash and prevents the combined business from funding duplicative investments.
Financial Vector
Logistics & Supply Chain
Purpose
Identify efficiencies across transport, warehousing, fulfilment, and supplier movement.
Opportunity type
Network consolidation, freight improvement, and operating-flow optimisation.
Business relevance
Improves service economics and reduces complexity across the combined supply chain.
Financial Vector
Working Capital & Treasury
Purpose
Identify opportunities to improve cash conversion, liquidity management, and financing efficiency.
Opportunity type
Payment-term alignment, cash pooling, inventory improvement, and liquidity optimisation.
Business relevance
Releases cash, improves control, and strengthens the financial resilience of the combined business.
Financial Vector
Tax & Corporate Structure
Purpose
Assess structural opportunities across legal entities, jurisdictions, incentives, and intercompany arrangements.
Opportunity type
Entity simplification, transfer-pricing alignment, tax efficiency, and incentive optimisation.
Business relevance
Reduces structural complexity and helps preserve value within an appropriate governance framework.
Revenue Vector
Revenue Synergies
Purpose
Identify where the combined customer, product, and channel base can support additional growth.
Opportunity type
Cross-sell, up-sell, distribution expansion, and share-of-wallet growth.
Business relevance
Makes the commercial upside of the transaction more visible and easier to prioritise.
The Synergy Levers
Specific opportunities, connected to business outcomes.
The 24 levers translate each dimension into focused areas of investigation. Select a dimension to explore the opportunities it covers and the outcomes those opportunities can support.
Cross-Cutting Risk Overlay01 02 03 04
Four risk categories, applied across the complete framework.
Risk is not a standalone dimension. It is assessed across every vector, dimension, and lever so that value creation opportunities remain connected to the exposures that could affect delivery.
Contractual & Legal Exposure
Material terms, obligations, liabilities, and legal constraints that could affect value creation or execution.
Vendor & Supply Dependency
Supplier concentration, single-source exposure, and supply conditions that could disrupt value capture.
Workforce & Talent Risk
Critical-person dependencies, capability gaps, retention concerns, and workforce constraints relevant to delivery.
Technology & Intellectual Property Risk
Technology dependencies, systems exposure, ownership constraints, and intellectual-property issues affecting value.
Functional Domains
Drill-down views, not methodology layers.
Functional Domains support deeper investigation within the framework. They are drill-down only, are not part of the client methodology, and do not change the 3 Vector, 7 Dimension, and 24 Lever structure.
Technology & SystemsWorkforce & PeopleProcurement & VendorsFacilities & Real EstateFinance & G&ARevenue & CommercialLogistics & Supply ChainCapital Expenditure
Evidence & Traceability
Every conclusion should be able to show its working.
Velintis connects findings to the documents, clauses, tables, and data points that support them. Decision-makers can review the evidence, understand the rationale, and trace quantified opportunities back to their source.
Source-linked findings
Material findings remain connected to the evidence from which they were identified.
Evidence-backed opportunities
Opportunities are supported by available transaction and operating information, with assumptions made visible.
Auditable conclusions
The evidence trail allows findings and values to be inspected, challenged, and defended.
Validation & Repeatability
Built for scrutiny, not just presentation.
A finding becomes useful when its evidence, rationale, assumptions, and value can withstand review. Velintis applies a consistent framework so teams can evaluate opportunities on a comparable basis and return to the same evidence as decisions progress.
Structured review
Findings are reviewed against their supporting evidence, assumptions, and stated value before delivery.
Consistent assessment
The same framework is applied across the evidence base, making opportunities easier to compare and prioritise.
Defensible outputs
Decision-makers can see why a finding exists and what supports the conclusion.
Repeatable results
The evidence trail and structured review record make the analysis easier to revisit, update, and reproduce.
How Velintis Works
A disciplined path from information to decision.
The framework keeps the progression from source material to executive-ready output visible, so speed does not come at the expense of evidence or review.
Documents
Relevant transaction and operating materials establish the evidence base.
Evidence
Material facts, commitments, and data points are connected to their sources.
Findings
Potential value creation opportunities and risks are identified.
Quantification
Supported opportunities are assessed using the available evidence and stated assumptions.
Validation
Findings, evidence, assumptions, and values are reviewed before delivery.
Executive-Ready Outputs
Prioritised conclusions are prepared for decision-makers and operating teams.
Client Outcome
A clearer, faster, and more defensible view of M&A value creation.
The Velintis M&A Intelligence Framework gives deal teams visibility over where value exists, what supports it, and what deserves attention. The result is faster time to insight, evidence-backed decision support, and repeatable outputs that can move from transaction evaluation into execution.
01Value creation visibility
02Faster time to insight
03Evidence-backed decisions
04Repeatable results