Compromiser – Dealmaker:
The Art of the Deal!
“Deals” are seen as part and parcel of commerce – and cover a multitude of business transactions: mergers, acquisitions, buying, selling, acquiring, take-overs, transactions, joint ventures, negotiations, etc. And they are an “art” in the sense that a potential deal is never about simply the deal; it encompasses how a party approaches the deal, how it negotiates in the deal and how it beds down the deal.
Preconceived notions, assumptions, poor communication, competitiveness and ego can lead to deadlock, dispute and frustration or a “bad” deal, and bad often means that one or both sides did not get what they wanted out of the deal.
It takes a level of self- awareness, emotional sensitivity and maturity, and clarity of mind to recognize the need to pause, reflect, step away or for a different approach. This can be doubly difficult when parties are deep in the deal-making process. 
Our service recognizes all of this and is aimed at achieving a successful deal that leaves both sides feeling positive about the deal itself and confident about the consequences of the deal, i.e. the future. We assist parties to approach, negotiate and close deals that they can be proud of.
Our service is primarily one of facilitating communications between the parties to the deal, acting as a go-between where necessary or as a buffer, identifying and resolving issues of deadlock and generally providing a neutral, independent counterpoint for the parties and their discussions. In essence, a "negotiating chairperson" or facilitator may define our role, but in drawn-out negotiations or deal-making, our role may require training, guidance, counselling, facilitation and strategic communications or aspects of these.
While the deal itself has its own dynamic and the parties (or companies) also carry their own culture and patterns, our focus recognizes the importance of the individual, the people within the deal and the need to address individual thought and patterns of approach. In essence, we “hold the space” for the parties, and for the deal itself, to thrive.
The most effective deals are those that endure and they endure because both sides got what they wanted (or more than they wanted). And there’s art in that.