M&A Science

Michael Belluomini, Senior Vice President, Mergers and Acquisitions, Carson Group

Kison sits down with Michael Belluomini to unpack how Carson Group scaled its M&A strategyshifting from internal partner investments to sourcing proprietary external deals at volume. Michael shares tactical insights into managing concurrent transactions, building a sourcing engine, and executing with precision.

Things Youll Learn:

• The differences between Buyer-Led and Seller-Led M&Aand when to use each
  
  

• How Carson Group built a scalable sourcing engine across multiple deal channels
  
  

• Strategies for managing 35 concurrent deals without burning out internal teams
  
  

• Why culture fit and trust are non-negotiables in M&A success

Episode Chapters

[00:01:00] Michaels background in M&A and move to Carson Group

[00:05:30] Building equity partnerships with independent advisors

[00:07:00] Carsons first external acquisition and shift to full ownership deals

[00:08:30] Sourcing strategies: banker-led vs. proprietary sourcing

[00:10:30] Key differences between internal and external M&A transactions

[00:12:00] The case for buyer-led M&A: process control and long-term outcomes

[00:17:30] How Carson builds proprietary pipeline using data, outreach, and coaching

[00:20:00] Structuring outreach and qualifying prospective sellers

[00:22:30] Building trust in the process and winning deals beyond valuation

[00:31:00] Integration strategy and Carsons one-stage close model

[00:35:00] Managing 14 deals in one year with a lean team and specialized roles

[00:37:00] Why Carson adopted DealRoom to streamline pipeline and diligence

[00:41:00] How to reduce seller fatigue and coach through diligence

[00:44:00] Culture fit as a non-negotiable deal criterion

[00:50:00] The craziest thing Michaels seen in a deal

[00:52:00] What sellers do after exitingand why finding your next matters

Bob Chapman, Chairman and CEO, Barry-Wehmiller
Kyle Chapman, President, Barry-Wehmiller

In this episode of M&A Science, Kison Patel sits down with Bob Chapman and his son Kyle Chapman to explore how Barry-Wehmiller built a $3.6B global business through 140+ acquisitions—by putting people first. Bob, known for pioneering the "Truly Human Leadership" philosophy, and Kyle, who co-founded BW Forsyth Partners, share how culture, transparency, and stewardship shape every deal they do.

They dive deep into how Barry-Wehmiller evolved from a broken family business into a global leader in capital equipment and engineering services—and why their approach to M&A prioritizes care for people over financial engineering. From pre-close transparency to post-close adoption, this episode is a masterclass in using M&A as a force for good.

Things You’ll Learn

• Why cultural alignment is more important than revenue synergies in M&A
  
  

• How “Truly Human Leadership” became a core differentiator in their acquisition strategy
  
  

• How to build a scalable M&A machine rooted in values, not just valuation
  
  

• Tactical guidance on structuring buyer-led deals with long-term success in mind
  
  

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Episode Chapters

1. [00:00:00] Introduction to the mission behind M&A Science
   
   

2. [00:01:30] Barry-Wehmiller’s origin story and early business model
   
   

3. [00:07:00] Pivot to M&A as a growth strategy after financial struggles
   
   

4. [00:10:00] Use of EVA (Economic Value Added) in valuation of private company equity
   
   

5. [00:14:00] Building a strategic advantage through people-first culture
   
   

6. [00:21:00] Cultural assimilation during acquisitions and why legacy matters
   
   

7. [00:27:00] Tactical integration planning with transparency from day one
   
   

8. [00:30:00] The evolution from distressed to underperforming acquisitions
   
   

9. [00:36:00] Why Barry-Wehmiller doesn’t rely on cultural due diligence
   
   

10. [00:44:00] Advice for first-time acquirers—what to look for and avoid
    
    

11. [00:51:00] Kyle’s journey from private equity to leading Barry-Wehmiller
    
    

[00:54:00] The future vision for Barry-Wehmiller and global impact

Sindre Talleraas Holen, Head of M&A at Visma

In Part 2 of this global M&A masterclass, Sindre Holen pulls back the curtain on Visma’s deal execution strategy, valuation methodology, and post-close philosophy. Visma has quietly become one of the most disciplined and prolific acquirers in Europe and LATAM. How? Through extreme clarity on what they buy, why they buy it, and how they operate post-close.

Sindre and Kison dig into the nuance of buying software companies in different geographies, how Visma thinks about valuation (hint: rule of 40—and sometimes 50—matters), and why the company chooses to “onboard” rather than “integrate.” This episode is a candid, behind-the-scenes look at how to structure deals, manage cultural differences, and stay true to a scalable M&A playbook.

Things you will learn:

• How Visma sets valuation ranges across different growth brackets and geographies
  
  

• Rule of 40 vs. Rule of 50 and how it impacts multiples
  
  

• Why Visma prefers local advisors over centralized consultants in new markets
  
  

• Inside Visma’s onboarding vs. integration philosophy

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Bookmarks

[00:00:00] – Recap and Starting Part 2: Risk Awareness in Global M&A

[00:01:30] – Analysis Paralysis: Knowing When to Say Yes or No

[00:04:30] – Visma’s Scalable Diligence Function & Internal Capabilities

[00:06:00] – Tapping Freelancers, Ex-Corp Dev Talent for First-Time Deals

[00:07:30] – The Strategic Spectrum: PE Mindset vs. Strategic Buyer

[00:09:00] – Visma’s “Onboarding,” Not “Integration” Philosophy

[00:11:00] – Building Long-Term Founder Relationships Post-Close

[00:13:00] – Standardization: Reporting, Tech, and Cybersecurity Rigor

[00:14:30] – The Rule of 40... or 50? And Why It Matters

[00:20:00] – Earnouts: Bridging Price Expectations Through Growth

[00:28:30] – Closing Over 90% of LOIs: Visma’s High Deal Certainty

[00:30:00] – What to Do Before Entering a New Geography

[00:33:30] – Leveraging Local Advisors, Bankers & Cultural Guides

[00:39:30] – Visma’s Expansion Into Latin America via Accidental Entry

[00:41:00] – Why LATAM is Surprisingly Ahead in SaaS & Regulation

[00:43:00] – The Role of Humility and Trust in Global Expansion

[00:46:30] – Trends in SaaS M&A: Consolidators, Rollups & Capital Influx

[00:49:00] – Craziest M&A Deal Toy: A Stuffed Eagle

Sindre Talleraas Holen, Head of M&A at Visma

In Part 1 of this two-part episode, Kison sits down with Sindre from Visma, one of Europe’s most active acquirers in the B2B SaaS space. With over 350+ acquisitions under its belt and a stronghold across Europe and Latin America, Visma has cracked the code for scaling globally while maintaining local authenticity.

Sindre shares how Visma transformed its M&A function from a two-man team to a global machine spanning 20 M&A professionals—and 16,000 employees acting as an extended sourcing engine. He walks through Visma’s origin story rooted in M&A, how a bold cold email launched his own career, and the foundational philosophies behind Visma’s buyer-led approach to deal execution.

Think You'll Learn:

• The surprising power of a cold email—and how it helped launch Visma’s M&A team

• Why Visma prioritizes local presence and cultural nuance in M&A sourcing and negotiation

• How internal alignment and operational champions drive deal success

• The three golden rules for successful M&A at Visma
  
  

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  What is the Buyer-Led M&A™ Virtual Summit

  Only two weeks left to register!
  This half-day event brings together corporate development leaders and M&A experts to explore Buyer-Led M&A™, showing how you can take control of every stage of the deal.
  
  Register Now: DealRoom.net/Summit

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  Learn why you Shouldn't use Excel for Dilligence 

  If you’re bouncing between Excel trackers, email threads, shared drives, and separate VDR, you’re not alone-but you are wasting time. Join us for 20 minutes of practical ways to save hours, stay on track, and move deals forward faster.
  
  Join us live and see the difference. Register Now

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Episode Timestamps:

[00:00:00] – Introduction to the Guest & Visma’s M&A History
[00:03:30] – The €100M Sale That Funded Visma’s Acquisition Journey
[00:05:00] – Sindre’s Bold Cold Email That Launched His M&A Career
[00:09:00] – The Three Pillars of Visma’s M&A Approach
[00:10:00] – Aligning Deals with Equity Story & Internal Champions
[00:12:00] – Why M&A Is Always Local: Cultural & Regional Nuances
[00:16:00] – Building a Global M&A Team Embedded in Each Region
[00:17:30] – Trust and Cultural Dynamics in Deal-Making
[00:20:00] – Evolving from Seller-Led to Buyer-Led M&A Strategy
[00:21:30] – Proactive Deal Sourcing and Filtering Inbound Leads
[00:27:00] – Building Trust with Local Sellers & Country-by-Country Differences
[00:29:30] – Rapid Acquisitions vs. Long-Term Relationship Deals
[00:31:00] – Case Example: 13-Year Dialogue Before Acquisition
[00:35:00] – Country-Specific Negotiation Dynamics & Deal Structures
[00:38:00] – Advice for First-Time International Buyer

 Ron “Omani” Carson, Founder and Chairman at Carson Group | Founder of Omya

We sit down with Ron “Omani” Carson, founder of Carson Group, for a wide-ranging conversation about transformation—both professional and personal. From launching a financial services firm out of a college dorm room to building a national platform with over $30 billion in assets under management, Omani shares the gritty beginnings, his early lessons in love affair marketing and systemization, and why his first M&A deal nearly broke him.

But the real story unfolds around age 50, when Omani underwent a profound mindset shift—from fear and scarcity to love and abundance. This new lens on leadership reshaped Carson Group’s culture, unlocked purpose-driven M&A, and set the stage for launching Omya, his newest venture focused on helping entrepreneurs align joy, legacy, and impact.

This episode is more than M&A—it’s a masterclass in reinvention, authentic leadership, and building businesses that matter.

Things you will learn:

• How to scale a firm through systemization and “love affair” client marketing
  
  

• What went wrong in Carson Group’s first M&A deal—and how they rebounded
  
  

• How trauma and personal evolution can drive professional reinvention
  
  

• What “conscious capitalism” looks like in a modern financial firm
  
  

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[00:01:00] Dorm room origins and cold-calling farmers in Nebraska

[00:07:00] Early success, burnout, and chasing money without fulfillment

[00:10:30] Love affair marketing, process systemization, and client growth

[00:18:00] Lessons from their first M&A deal: culture clash, team turnover, missed red flags

[00:23:30] Partner program and minority investments: a better M&A model

[00:27:00] Personal transformation at age 50 and the birth of “Omani”

[00:35:00] Embracing spirituality, mental wellness, and psychedelic therapy

[00:40:00] Impact investing, farming regeneration, and the trillion-dollar goal

[00:46:00] How Carson’s culture shifted—and made M&A better

[00:51:00] 7-day water fasts, health optimization, and living life with intention

[00:55:00] The craziest M&A moment: the painful first acquisition