Our development and acquisitions teams scour through over a hundred deals before one is identified that meets our strict acquisition criteria. Each offer represents hundreds of hours of analytical effort, from market qualification, relationship building with brokers and owners, financial analysis, and business plan development. 

Close relationships with individuals in each target market are critically important. To be known as a firm that follows through lends to credibility and often translates to be chosen as a buyer over a lesser known firms who may be willing to pay a higher price. Likewise, team members pour their hearts and souls into each deal they work on.  

The costs of due diligence can also be steep. From hiring engineers to review environmental and structural components, to legal teams preparing agreements, to travel costs in support of on-site interviews and inspections all critical to uncover any issues that may not be visible to the casual observer. 

During this period of due diligence, we may uncover structural deficiencies, irregularities in the financial reporting, or the addition of new competitors entering the market, all of which may individually or in the aggregate cause us to reconsider whether to proceed.  

Despite the significant investments, both in human and tangible capital,  above all we must consider our clients and how we can best serve their needs while honoring the trust they have placed with us. We must carefully weigh many factors in deciding whether to pursue a particular investment opportunity. 

Walking away from a deal is never easy. We risk damaging relationships and credibility, demoralizing team members and choosing to let our chase costs go, chalking it all up to experience. Over the years Wilkinson has chosen to walk away from several deals after significant investments. What our team has learned from these experiences has been invaluable for our ability to trust one another as leaders and to consistently meet and exceed the expectations we have set for ourselves.