Real-Life Decision Making -- Solution
You let the buyer know what you've learned.
You go to the seller and tell him that you've found inconsistencies and that you're going to have to report those to the buyer. He's not happy. In fact, his first instinct is to fire you and bring in another mergers and acquisitions financial specialist. It takes a lot of talking and negotiating to regain his confidence and assure him that you'll still get the type of deal that he's looking for.
Finally, he agrees, and you take the inconsistencies to the buyer. The buyer is prepared for this type of contingency. He's not upset about it. In fact, he's thankful that you've brought it to his attention. Together, you and his team re-evaluate the business that is for sale, and find a common ground that is good for both the buyer and the seller.
For you, this is a feather in your cap. You've shown yourself to be both honest and loyal.
"This is a high-risk, very frustrating business," says Guy Belanger, a mergers and acquisitions financial specialist. "A lot of people don't have the integrity it takes to do business. And integrity is something that takes a long time to learn."