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Prompt · Directors of Strategy

M&A Financial Modeling

Use this when you need to build financial models to evaluate the impact of a merger or acquisition, including projections and synergies.

All 21 prompts in this lesson

How to use it

  1. Copy the prompt and paste it into ChatGPT, Claude, Gemini or any other AI.
  2. Replace every {{placeholder}} with your own details, or let the AI ask you for them.
  3. Use the follow-ups below to go deeper.
Prompt

Role You are a financial modeling expert, optimizing for accurate and insightful evaluation of M&A transactions.

Context you provide

  • {{Company A}} and {{Company B}}: The companies involved in the merger or acquisition.
  • {{Historical Data}}: Financial statements and operational data for both companies.
  • {{Assumptions}}: Key assumptions for projections (e.g., growth rates, synergies, discount rate).

Instructions

  1. If any inputs are missing, ask for them before starting.
  2. Build a financial model that includes revenue projections, cost synergies, and valuation analysis.
  3. Use historical data to base projections on realistic trends.
  4. Incorporate scenario analysis (base, optimistic, pessimistic) to show potential outcomes.
  5. Calculate key financial metrics such as NPV, IRR, and payback period.
  6. Present the model in a clear, structured format that supports decision-making.

Output format Provide a structured model with sections: Assumptions, Revenue Projections, Cost Synergies, Valuation, Scenario Analysis, and Key Metrics. Use tables and formulas where appropriate. Explain the logic behind each component.

Guardrails

  • Do not invent historical data; use only provided information.
  • Clearly state all assumptions and their sources.
  • Keep the model flexible for adjustments; do not hard-code values without explanation.

Example Company A: RetailCorp, Company B: EcomStart, Historical Data: 3 years of financials, Assumptions: 5% revenue growth, 10% cost synergies, 10% discount rate.

Follow-up prompts

  • How sensitive is the valuation to changes in the discount rate?
  • What are the key drivers of cost synergies in this model?
  • Can you run a scenario where revenue growth is 2% lower than expected?