Working in corporate finance means helping companies make smart decisions about funding, capital structure, and investments. But beyond that, it’s also about understanding people, building trust, and helping businesses navigate major decisions that can truly make a difference.
To gain insight into the kind of person that goes into this world, I spoke to Eric Faherty, Corporate Finance Executive at Hentons Corporate Finance.
Eric explained how he got to where he is now and what he’s learned along the way. He also offered helpful tips for anyone interested in pursuing a career in corporate finance and shared his perspective on the challenges and opportunities in M&A amid today’s geopolitical uncertainties.
Q: Can you tell me about your career journey so far and what led you into the world of corporate finance?
My first job was at sea, fishing on commercial trawlers from the age of 14. It was very demanding, both physically and mentally, but it taught me resilience, discipline, and how to stay focused. Those traits have shaped my entire career.
While studying at university, I became fascinated by what makes certain businesses exceptional — things like competitive advantage, capital allocation, recurring revenue, and pricing power. I joined a student-run equity fund and later moved into hedge funds and venture debt, analyzing businesses across sectors. But I quickly realized I didn’t just want to study businesses; I wanted to help improve them.
That led me to Bboxx, a mission-driven company providing clean energy, gas, and mobility services to underserved African communities. Balancing impact with commercial reality was tough, especially in remote areas, but it was deeply meaningful work.
I then joined DLA Piper’s Business Advisory team, which was an innovative venture by the law firm to provide solutions focused on M&A, ESG, and management consulting. I advised C-suite clients on valuations, strategy, and corporate development before joining Hentons.
At Hentons, I work hands-on with SME clients, applying both technical and commercial experience to help owners unlock and realize value across the deal lifecycle.
Q: You mentioned balancing impact with commercial reality. Could you expand on what you meant by that?
Absolutely. At Bboxx, we offered essential services through subscription models to improve affordability. But in practice, that meant extended payback periods and significant collection challenges. We were serving remote, rural households — people who had never had electricity at home before. While the economics were difficult, the social impact made the work worthwhile.
Q: Can you tell me about your current role at Hentons and the teams you’re working with?
I’m a Corporate Finance Executive at Hentons Corporate Finance, specializing in M&A and strategic advisory for SMEs. Our Corporate Finance team operates independently from the wider accountancy practice but collaborates closely when clients need support around business sales, acquisitions, fundraising, restructuring, or succession planning.
My role spans the full deal lifecycle, including preparing businesses for sale, advising on acquisitions, supporting management buyouts, raising capital, and driving turnaround strategies. I also work directly with business owners on long-term value creation through growth and succession planning.
What sets us apart is our fully integrated team of corporate finance and legal professionals, which allows us to deliver both the commercial and legal sides of a deal under one roof. That means reduced friction, faster execution, and a single trusted point of contact for our clients throughout the process.
We regularly work alongside accountants, lawyers, IFAs, private equity firms, and other advisors, often acting as an extension of their team. Whether it’s helping an accountant’s client explore an Employee Ownership Trust (EOT), supporting a lawyer on a complex MBO, or advising a PE firm on a strategic bolt-on, we’re trusted to deliver high-impact, outcome-focused results.
Q: Do you enjoy the variety?
Absolutely. I love that we’re not just transaction-focused. We support clients through the full lifecycle of business ownership. That allows us to build long-term relationships and not just get deals done.
Whether it’s helping a founder step away after 30 years or raising growth capital for an ambitious team, you’re part of something meaningful from start to finish.
Q: What would you say are the key skills needed to succeed in corporate finance advisory?
Essentially, you need commercial acumen, grit, and the ability to think on your feet because deals are unpredictable and things shift quickly. It’s almost as important to have empathy and emotional intelligence because for many of these clients, a sale or a succession is one of the biggest decisions they’re ever going to make.
My advice to those starting out? Learn the language of business: understand cash flow, capital structure, return on invested capital, and how decisions drive or destroy value.
Learn to think like a business owner — the trade-offs, the risks, what keeps them up at night, and, above all, become someone they trust to call when it matters.
Q: You mentioned commercial acumen. Can you expand on that?
That’s something that comes with experience. It’s about knowing what drives value — not just what looks good on paper. You need to understand how a business makes money, its unit economics, competitive position, and growth levers. It’s also about understanding the market: where the threats are, how to differentiate, and what makes a buyer pay a premium.
Q: So, clients expect you to speak their language and know what’s going on in the market. Is that something you can research?
Yes. There’s a great book called Financial Intelligence aimed at business owners. Financial statements: cash flow, profit and loss, and balance sheets each tell a story that you need to learn to read and understand. For anyone looking to break into the industry, this is a great place to start.
Q: It’s been an eventful year from a macro point of view. Which sectors would you say are most active?
We’re seeing fewer deals but larger ones. That tells me buyers are becoming more selective and risk-conscious. Capital is still flowing into high-quality, resilient sectors: TMT, healthcare, and financial services.
There’s strong consolidation activity in compliance-driven sectors like fire safety, environmental services, and construction. PE-backed platforms are doing bolt-ons to scale nationally. Scalable professional services and tech-enabled platforms with recurring revenue remain attractive, especially with aging ownership across the SME landscape.
Private equity is sitting on dry powder, but they’re deploying it carefully, targeting businesses with operational efficiency and clear growth stories, or those with potential they can unlock.
Q: Do you think that buyers are wary of assets that could change in value very quickly?
Yes. Especially in sectors like tech and ESG, where valuation expectations can sometimes outpace commercial fundamentals. There’s heightened scrutiny now, particularly with AI. Buyers want to know the difference between a truly scalable model and a buzzword. That said, good businesses with strong fundamentals, recurring revenue, and clear moats will always attract interest.
We’re also seeing more rigorous due diligence and sensitivity analysis, especially around customer concentration, margin sustainability, and working capital. Strategic buyers and PE firms are focused on value creation post-acquisition, so they want clarity on integration paths, synergies, and growth levers from day one.
In this environment, it’s not just about what a business is worth today — but what it could be worth tomorrow, and how confidently that story can be told and executed.
Q: What can we expect from an M&A perspective over the next six to twelve months?
I can definitely see M&A activity increasing. Inflation is cooling, interest rates are stabilizing, and maybe geopolitical tensions will ease. Appetite remains strong, but execution will continue to favor well-prepared, high-quality businesses with clear growth stories.
I think the key trends will be AI and automation continuing to drive interest toward businesses that enhance digital capabilities. Tech advancements are no longer a nice-to-have but key differentiators. Plus, buy-and-build strategies from PE firms, more activity in fragmented and compliance-driven sectors, and trade buyers.
Because of the uncertainty, there’s also been a shift toward structured dealmaking when exiting businesses, and we’ve seen more business owners being proactive about deal preparation and succession planning. Owners want confidence that when they choose to exit, they’re fully prepared. I feel that working with advisors as early as possible helps them explore options, optimize the business, and avoid rushed decisions.
