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57 - Digital Doorways Presents: The New Playbook for M&A — Where Capital Meets Communication w/ Joshua Butler of The McLean Group
When markets shift, brands either evolve or get left behind. Nowhere is that tension more visible than in M&A — where story, strategy, and stakeholder trust collide. My guest today sits right at that intersection.
Joshua Butler is a Director in M&A Advisory at The McLean Group, where he guides founders and investors through transformational deals that reshape industries. With deep experience in valuation, negotiation, and integration, Josh helps clients manage not just financial change, but the brand and communication challenges that come with it.
Today, we’ll explore how smart positioning can elevate enterprise value, how messaging can steady teams through uncertainty, and why the best investment bankers now need to think like brand strategists.
On this episode of Digital Doorways, we’ll look at how managing change is as much about communication as it is about capital.
You’ve helped companies navigate massive transitions. When you think about “change,” what separates the companies that emerge stronger after a deal from those that struggle?
How do you approach the human and cultural side of an M&A transaction — not just the spreadsheets, but the story?
What’s the biggest communication mistake you see leadership teams make during a sale or acquisition?
In your view, how early in a transaction should branding, messaging, and positioning be part of the advisory process?
What are some of the ways you’ve seen clear messaging actually increase valuation or deal interest?
Many founders underestimate how much their brand equity affects buyer perception. How do you quantify or convey that intangible value to investors?
How has your role evolved — from purely financial advisor to something more consultative around market story and differentiation?
What are examples where strong positioning changed the trajectory of a deal?
How do you coach CEOs or CMOs to tell their story in a way that connects with private equity or strategic buyers?
In a competitive auction process, how much does narrative influence who wins?
What kinds of market shifts are you helping clients prepare for right now?
Has the tone of deals changed in this current macro environment — are people more cautious, creative, or opportunistic?
How are sectors like defense tech, cybersecurity, or AI affecting deal flow and valuation expectations?
What’s your perspective on how capital markets volatility influences storytelling and investor confidence?
If you were advising a founder two years out from selling, what would you tell them to start doing today?
How did you first get interested in investment banking and M&A advisory?
What’s the most memorable deal or transformation you’ve been part of — and what did it teach you about leadership under pressure?
How do you personally manage change — in a profession built around helping others through it?
What’s one thing you think most executives misunderstand about the role of investment bankers?
When you think about your career, what “digital doorway” moment most changed your own trajectory?
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By Jason B SiegelWhen markets shift, brands either evolve or get left behind. Nowhere is that tension more visible than in M&A — where story, strategy, and stakeholder trust collide. My guest today sits right at that intersection.
Joshua Butler is a Director in M&A Advisory at The McLean Group, where he guides founders and investors through transformational deals that reshape industries. With deep experience in valuation, negotiation, and integration, Josh helps clients manage not just financial change, but the brand and communication challenges that come with it.
Today, we’ll explore how smart positioning can elevate enterprise value, how messaging can steady teams through uncertainty, and why the best investment bankers now need to think like brand strategists.
On this episode of Digital Doorways, we’ll look at how managing change is as much about communication as it is about capital.
You’ve helped companies navigate massive transitions. When you think about “change,” what separates the companies that emerge stronger after a deal from those that struggle?
How do you approach the human and cultural side of an M&A transaction — not just the spreadsheets, but the story?
What’s the biggest communication mistake you see leadership teams make during a sale or acquisition?
In your view, how early in a transaction should branding, messaging, and positioning be part of the advisory process?
What are some of the ways you’ve seen clear messaging actually increase valuation or deal interest?
Many founders underestimate how much their brand equity affects buyer perception. How do you quantify or convey that intangible value to investors?
How has your role evolved — from purely financial advisor to something more consultative around market story and differentiation?
What are examples where strong positioning changed the trajectory of a deal?
How do you coach CEOs or CMOs to tell their story in a way that connects with private equity or strategic buyers?
In a competitive auction process, how much does narrative influence who wins?
What kinds of market shifts are you helping clients prepare for right now?
Has the tone of deals changed in this current macro environment — are people more cautious, creative, or opportunistic?
How are sectors like defense tech, cybersecurity, or AI affecting deal flow and valuation expectations?
What’s your perspective on how capital markets volatility influences storytelling and investor confidence?
If you were advising a founder two years out from selling, what would you tell them to start doing today?
How did you first get interested in investment banking and M&A advisory?
What’s the most memorable deal or transformation you’ve been part of — and what did it teach you about leadership under pressure?
How do you personally manage change — in a profession built around helping others through it?
What’s one thing you think most executives misunderstand about the role of investment bankers?
When you think about your career, what “digital doorway” moment most changed your own trajectory?