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ARTICLE
Capital allocation strategy: A guide to help CFOs establish funding priorities
For many businesses, capital allocation strategy is no longer just about where the organization wants to grow. It’s increasingly about whether the business has the cash flow visibility, operational readiness and execution capacity required to support growth effectively. That shift is changing how finance leaders approach capital allocation planning, investment sequencing and long-term financial performance heading into the next fiscal year. Keep reading to learn more. What is capital allocation strategy? Capital allocation strategy is the process of deciding how to best deploy your business’s financial resources to achieve growth and profitability. This involves reviewing your business’s strategic goals and deciding when and where to spend money to achieve them. Capital allocation strategy is led at the C-suite level, often with input from the board. CEOs, CFOs and other top executives are typically part of capital allocation conversations. Why does capital allocation strategy matter? Capital allocation strategy matters because effectively deploying your business’s financial resources is essential to growth and profitability. Even the most successful businesses can’t afford to burn through capital aimlessly, so implementing a focused capital strategy that aligns with your strategic goals helps ensure that your spending drives those goals forward. Capital allocation strategy is changing as decisions become more operationally connected In many organizations, challenges or pressures first appear operationally long before financial reporting clearly reflects the issue. In response, leaders are taking a more adaptive, flexible approach to allocating capital. Finance leaders are now basing capital allocation on a broader set of criteria Historically, capital allocation processes often focused heavily on projected return, growth potential and budget availability. Today, finance leaders are evaluating a broader set of operational and financial questions that help determine whether investments can realistically deliver long-term ROI. Does this investment strengthen the organization’s core business strengths or competitive position? Will this investment improve operational efficiency or execution capacity? Will it reduce friction or introduce additional complexity? Does the organization have the capacity to support implementation successfully? Will it improve measurable financial outcomes such as EBITDA, cash flow or margin performance? Does leadership have sufficient visibility to evaluate performance and ROI effectively? Why CFOs are prioritizing visibility, scalability and cash flow management In many organizations, growth initiatives expanded faster than the surrounding processes, capacity, reporting structures and operational workflows could mature around them. Over time, that creates fragmented reporting, inconsistent visibility and growing execution pressure across finance and operations teams. As a result, CFOs are placing greater emphasis on capital allocation planning tied directly to: Working capital visibility Forecasting accuracy Operational scalability (link to strategy and operations consulting) Cash flow management Margin improvement Technology utilization Workforce flexibility Measurable EBITDA levers That shift is making capital allocation strategy far more operationally integrated than in previous planning cycles. Why leaders should reevaluate spending that creates drag Many organizations are reevaluating investments that increase activity without improving visibility, decision-making or long-term operational performance. Here are key actions: Reassess certain expenditures that may be unnecessary Consider whether all your current expenditures are still necessary. We frequently see leadership teams reassessing: Underutilized technology platforms Duplicate systems and vendors Manual reporting processes Initiatives with unclear ownership Investments that expand staffing pressure without improving scalability Programs that continue simply because they already exist Individually, these issues may appear manageable. Collectively, they create operational drag and bottlenecks that limit flexibility and consume leadership attention. Ask hard questions to determine whether spending is necessary Overcoming operational drag is one reason capital allocation strategy conversations are increasingly tied to operational efficiency and performance improvement efforts across the organization. In pursuit of that effort, finance leaders are asking harder questions about: Where investment should continue When to continue investing — and when to divest, consolidate or exit Which initiatives should pause or be moved to long-term Where outside expertise may improve flexibility Which operational burdens can be outsourced Consider whether some finance infrastructure may be unnecessary Many organizations are also reevaluating whether existing finance infrastructure is creating unnecessary complexity. In some cases, disparate systems and inconsistent reporting environments make it difficult for leadership teams to evaluate performance confidently or prioritize investments effectively. That’s driving increased focus on forecasting visibility, reporting modernization and financial planning and analysis capabilities that improve decision-making across the business. Visibility is becoming more valuable than speed Many leadership teams still want to move quickly. But increasingly, CFOs are recognizing that accelerating decisions without improving visibility often creates more operational strain later. And many leadership teams are recognizing that faster decisions are not helpful if the underlying reporting environment is inconsistent or difficult to trust. That’s driving greater investment in: Financial planning and analysis Forecasting and reporting modernization Scenario planning capabilities Cash flow visibility ERP optimization Working capital management Operational reporting consistency Without strong visibility, organizations often struggle to identify: Where cash flow pressure may already be building Which initiatives are improving financial performance Where profitability trends may be deteriorating Which investments should accelerate Which initiatives should pause or consolidate And where operational bottlenecks may limit future growth This is especially important as organizations face increasing pressure to justify capital allocation decisions with measurable operational and financial outcomes. Selective investment is replacing broad expansion Many organizations are still investing confidently. But increasingly, leaders are prioritizing investments tied to measurable operational value, stronger forecasting visibility and improved execution capacity. Key CFO capital allocation priorities We continue to see organizations prioritize: Automation tied to measurable efficiency gains Strategic outsourcing to increase scalability Financial visibility and forecasting improvements Working capital optimization Margin improvement initiatives Tax strategies that improve after-tax performance Selective modernization with clear operational outcomes Targeted acquisitions aligned to execution capacity Where CFOs are reining in spending At the same time, many are slowing or reevaluating initiatives that: Add operational complexity without improving visibility Require significant organizational change without clear ownership Create unclear or difficult-to-measure returns Expand strain across already overloaded teams That shift reflects a broader evolution in how finance leaders approach capital allocation and long-term planning. Growth remains a priority. But increasingly, leadership teams are evaluating whether the organization can realistically absorb additional complexity before accelerating investment further. Why an effective capital allocation strategy requires operational clarity The strongest capital allocation strategies are no longer driven solely by projected growth opportunities. They are increasingly shaped by cash flow visibility, operational readiness and execution capacity across the business. That’s changing how leadership teams approach: Investment prioritization Financial scenario planning Working capital management EBITDA improvement Technology modernization Workforce planning Long-term operational scalability Organizations navigating this environment most effectively are not necessarily the ones moving the fastest. They are the ones creating the clearest connection between financial performance, operational execution and long-term value creation. Capital allocation best practices As you develop your capital allocation strategy, keep certain best practices in mind. These include: Balance growth and operational capability: Capital should drive growth but be sure to invest in the operational infrastructure needed to support that growth as well. Reevaluate existing spending: Consider whether your current investments still align with or support your strategic goals. Prioritize visibility: Financial and operational visibility is essential to determining whether your investments are paying off or should be reconsidered. Avoid unnecessary complexity: Unfocused or unnecessarily complex systems, processes or initiatives create drag on your business as a whole. Read more AI ROI: How to get more business value from your AI spending When to hire a fractional CFO: Key signs your business is ready for strategic financial leadership Strategic management vs. strategic planning: a short guide
ARTICLE
The financial and operational benefits of nonprofit mergers and acquisitions
It’s a challenging moment for nonprofits. Organizations face headwinds like political uncertainty, changes in tax law and growing competition for donors , grants and other funding. But bold moves like nonprofit mergers and acquisitions (M&As) offer leaders an opportunity to use these challenges to grow stronger. While you may associate M&As more with the for-profit business world, there’s a long tradition of nonprofits joining together to pursue growth. Today, that tradition is ripe to expand. Keep reading to learn why an M&A can benefit your organization, what the process looks like and how to overcome common pitfalls. Why the nonprofit M&A market is growing There are many reasons why the M&A market is heating up. Many organizations are looking for solutions to these challenges: Cuts to federal grant money A limited pool of private grants Unreliable individual donations At the same time, many nonprofits provide similar or overlapping services. If two organizations do essentially the same thing for the same constituents in the same market, they are competing for the same dollars. This increases the odds that both organizations will fall short of the resources needed to fully deliver on their missions. However, this competition also offers an opportunity for collaboration. Nonprofit leaders increasingly view overlap not as a problem but as a potential solution to funding challenges, as two organizations operating in the same space may be a great fit to merge. Why should a nonprofit consider an M&A? When should you start thinking about evaluating the M&A market for your nonprofit? Here are some key factors that may lead you to consider what’s possible in the M&A market. Note that many of these factors are not necessarily problems or negatives, but rather opportunities to better serve your constituents. Commitment to capacity building: If your nonprofit feels like it’s reached its current capacity for growth, you may do well to explore whether an M&A could expand your reach. Downward spiral: If your organization is really struggling, whether financially or for other reasons, you may want to think about a major change. Think about which elements of your nonprofit are the most effective and whether those might better serve constituents by joining another organization. Organizational performance: Maybe you’re great at your mission, but building an organization is more of a challenge. In this case, you might thrive by coming together with another nonprofit that’s especially good at the business side of things. Innovation: The nonprofit world is changing. Collaboration can be a way to combine two great organizations into one that’s better positioned to adapt. Can you turn 1+1 into 10? Strengthening your mission: If a merger or acquisition could help you better accomplish your mission or help your constituents, it may be worth pursuing. How are nonprofit M&As different than the private sector? It’s worth noting that mergers and acquisitions in the nonprofit sector differ substantially from those in the private sector. Instead of prioritizing profit or market share, nonprofit M&A focuses on maximizing mission impact, consolidating organizational strengths and increasing effectiveness. A merger also often has a different structural outcome than an acquisition. While a merger frequently entails combining two organizations into a single, unified entity, an acquisition typically involves one nonprofit absorbing another’s assets, programs or operations. What should nonprofits look for in a potential M&A partner? If you’re considering an M&A, you’ll want to create a prospect list of nonprofit organizations you may want to merge with, acquire or be acquired by. Here are five qualities to look for when vetting potential partners: Strong mission alignment and/or synergies : Do you do the same work or have missions that complement each other? Similar organizational culture: The success of an M&A will usually come down to culture and people. Are your cultures a good fit to merge? Healthy financials and operations: If a potential partner’s finances or business operations are in bad shape, that could be too much trouble to take on. Stakeholder support: Do you have buy-in from your stakeholders? Clear strategic benefits: Finally, does a potential M&A offer clear benefits to your organization and fit your strategic plan? When is an M&A a bad idea for nonprofits? M&As are not right for every organization. If your nonprofit has strong financials, an excellent board and leadership team, great programming, a robust strategic plan and a strong overall growth trajectory, you probably have little reason to consider one. What are the benefits of mergers and acquisitions for nonprofits? An M&A is a lot of work for both your team and your deal partner. So why should you be excited about taking one on? Here are some of the key benefits an M&A can bring to your nonprofit: Scale to meet growing demand A merger or acquisition can bring your organization more tools and resources to carry out your mission or reach a larger number of constituents. Done right, you’ll gain a larger footprint to carry out good, influence lives for the better and make a positive impact on the world. A stronger financial footing Especially if you’re competing for donor dollars with another similar organization in your market, an M&A can be a game-changer for your finances. Rather than getting only a portion of available donations, imagine what you could do by combining donor bases. A deeper talent pool Joining with another organization makes as big an impact on your talent base as on your finances. Not only will you be able to collaborate with existing talent at the other nonprofit, but with your combined resources, you’ll often have an easier time hiring and retaining. Better operational infrastructure Functions like HR, marketing, fundraising and grant pursuit are essential to nonprofit success — but they’re not every org’s strength. An M&A can be one way to address this, bringing together the best parts of both organizations’ infrastructure. What challenges do nonprofits experience during an M&A? Merging, acquiring or being acquired by another nonprofit is usually a long, complex process. The benefits can be huge, but you shouldn’t sugarcoat the challenges either. Here are six major potential roadblocks to keep in mind: 1. People and culture You’re combining not just services or infrastructure but also two groups of people. When the personnel from two organizations come together, questions will arise, including: What will the power dynamic look like? Who will be the new CEO or director? Different versions of these same problems will play out across the rest of your organization as well. So, what to do? Define your culture : If you know what cultural factors make your team effective, you can work to preserve and even strengthen those factors during a merger. Identify each group’s strengths: Ask yourself: What is your team best at? What is your deal partner better at? What is each organization’s secret sauce? Create a buddy system : Pair up employees from the different organizations. This can help bring the two teams together and, if one nonprofit is acquiring the other, give team members from the acquired organization someone to go to with questions or when inevitable issues arise. Designate change champions : Identify team members who can be resources for their peers to go to as they seek to navigate the transition period. 2. Communication This is often both the single biggest challenge and key to success in any nonprofit M&A. If you don’t communicate, your merger will likely struggle, as your team members won’t understand what’s happening or how they’ll be affected. But if you communicate effectively, you can make the journey considerably easier. Prepare both an internal and external strategic comms plan: The goal should essentially be constant communication, especially with your own team, so that everyone feels informed and engaged with changes as they occur. If possible, communicate before, during and after the M&A process: This communication should continue for at least a year from the date the two organizations first begin merging. Never tell people things won’t change: Always be honest and transparent. Communicate to your team: With your team, start by explaining why an M&A is happening, what’s in it for your team and how it will help you better serve your constituents. Don’t forget to engage outside donors or other key stakeholders: You don’t want to get halfway through a merger only to find out your biggest donor doesn’t like the idea. Be prepared, you may need to work with donors around funding restrictions written into wills or donor agreements. Enhance transparency: The M&A process is highly confidential, so you may not be able to share everything right away. But your goal should always be maximum transparency, given the constraints. 3. Insulated leadership During a merger, employees on the ground may be struggling with major issues that don’t reach the ears of leadership or the board. And this disconnect can slow or even sink two organizations’ ability to join together. That’s why communication should come from, not just the top down, but also the bottom up. Leaders should encourage employees to offer feedback and actively seek it out. Some of this can be via official forums, like an open-door policy or employee town hall meetings. But it’s also essential for leaders to look for unofficial feedback by building relationships with team members who have a better understanding of what ordinary employees are going through. Humility and vulnerability are key qualities for leaders to cultivate here. Those who are willing to hear tough feedback are far better positioned to navigate change than those who’d rather ignore it. 4. Legality and finances Legal considerations can slow the merger process to a crawl. For example, legal restrictions around essential funding pools might require a great deal of time, money and finesse to circumvent. You’ll typically need seasoned guidance to navigate such situations. Consider engaging an advisor early in the M&A process who can help you identify potential legal challenges before you’re in too deep and decide if and how you can navigate them. 5. Technology A merger usually means either combining two different organizations’ tech stacks or transitioning one team onto the other’s systems. This can create major headaches. Think of tech as a part of due diligence. For example, if your organization would like to move onto your deal partners’ ERP platform , will your current provider let you out of your contract? How will the merger affect your data ? Are you going to have a blackout period? Could you lose data during a tech integration? Will your system be able to onboard new clients after the move? 6. On paper versus reality A final challenge area is the difference between how an organization looks on paper and how it actually functions. This distinction is tough to assess before an M&A closes, because it’s something you figure out from working within an organization. Be prepared for practical organizational realities to interrupt your plans. Consider that as a result, bringing two nonprofits together may take longer and be messier than you expect. How much risk are you willing to accept here? How much downtime can you live with? There’s no one answer to these questions, but they’re important to ask. What are the steps in the nonprofit M&A process? A merger or acquisition of nonprofit organizations is a journey. It will often take years. But here are the seven basic steps most nonprofits go through along the way. 1. Create a strategic vision Successful M&As start from a place of clarity and vision rather than doubt and fear. Take the time to sit down with your board and map out where you want your organization to go. What could the future look like? Once you have a vision, ask yourself whether an M&A could help you get there. At this point, start thinking about what kind of organization you might want to partner with. Would a merger make more sense, or an outright acquisition? Or are you better seeking to be acquired? There are no wrong answers here. Put all of this together into a strategic plan that can guide you as you move forward. 2. Make a prospect list Build a long list of organizations that might make sense to join forces with. Then take your long list and cut it down to a short list. 3. Explore M&A possibilities over time Start having conversations with leaders at the nonprofits on your short list. At the beginning, your goal should simply be to find out if there may be opportunities for collaboration. Think of this like dating. Don’t propose marriage right away. Instead, focus your early discussions on if or how your two organizations could try working together on a particular problem or area of service. As conversations evolve, you can consider bringing up the idea of combining organizations if it makes sense. 4. Engage an advisor As your discussions with other nonprofit leaders get more serious, you should bring on an advisor to help you navigate due diligence, closing the deal, legal issues and post-merger complications. 5. Conduct due diligence During this phase, both nonprofits agree to be open and honest with each other about financials, services and operations. You’ll need NDAs early on and then enough time to do a deep dive into a potential deal partner’s books. Typically, this process can take a year or two. 6. Initiate closure If both partners are ready to join, shake hands on the deal. 7. Begin integration This is the long-term process of bringing your two organizations together. Be prepared to spend at least a year doing this. Put your people at the center of this process and it will go much smoother. As noted above, communication is key here. Explain why things are changing and how people will be affected. Get everyone excited about your strategic vision. Read more Nonprofit CFOs: Implementing a new ERP doesn’t have to mean burnout Integrated systems boost your nonprofit’s organizational effectiveness — and keep funders happy Associations are sitting on a data gold mine. Are leaders making the most of it?
PODCAST
Bank on Wipfli podcast: How to reduce your tax burden when selling an RIA firm
In this episode of Bank on Wipfli, host Robert Zondag sits down with Dan Pastron and Cory Vargo, tax partners at Wipfli, to discuss how registered investment advisors can structure the sale of their firm to maximize after-tax value. Together, they explore critical tax and structuring considerations for RIA transactions, including: The impact of legal entity structure — asset vs. stock sales and why most RIA deals are treated as asset sales for tax purposes. Key tax planning considerations around rollover equity, including how to preserve tax deferral and avoid unexpected liquidity issues. Challenges related to allocating proceeds among shareholders at different career stages and how entity structure can limit or enable flexibility. The importance of early planning, state tax considerations and involving experienced advisors well before taking a firm to market. Learn more Why FP&A is essential for RIAs in a changing industry Succession planning’s role in your financial institution Succession planning of sell-side prep — or both? Listen on Apple Podcast Listen on Spotify
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Transaction advisory services FAQ
Transaction advisory services are professional services designed to help support clients and business owners during transactions, including mergers, acquisitions and other major financial transactions. Transaction consulting gives insight into an organization that is being sold or acquired, to help mitigate risk and enable informed decision-making.
Wipfli’s transaction advisory services can support the full life cycle of your deal, including:
- Pre-transaction advisory for buy-side and sell-side, including support for critical areas such as projections and forecasting, investing thesis evaluation and development, negotiation assistance, outsourced financial team support, transaction strategy planning, due diligence and pre-LOI deal evaluation.
- Transaction advisory for buy-side and sell-side, including services for negotiation assistance, legal agreements review, data and systems management and data integration strategy. We also offer a holistic approach to assessing and creating value that looks beyond QoE and Quality of assets (QoA) to evaluate critical areas, including the quality of tax compliance, revenue growth, human resources, leadership, data, IT and operational performance.
- Post-transaction advisory for buy-side and sell-side, including support for ASC 805 valuation, post-close accounting and tax, data integration, data management, dispute resolution, independent third-party arbitration, annual tax compliance, attestation and annual financial statement audits.
- Valuation services for a variety of needs, including M&A, business succession, divorce proceedings, gifting and estate settlement, financial reporting, buy-sell agreements and shareholder transactions.
- Investment banking support.
With a full suite of transaction and business advisory services, Wipfli can act as a single provider for a wide range of deal needs, helping streamline due diligence and the transaction process.
From initial evaluation through closing and beyond, we support you across every phase of the deal life cycle to help you make informed decisions and position your transaction for success. And every engagement is partner-led, giving you direct access to seasoned leadership at any stage.
Yes, Wipfli provides cybersecurity and IT risk assessments as part of our due diligence services. Our services are designed to help companies evaluate how technology may impact a deal, reviewing 11 key areas to comprehensively assess risks and opportunities in a business’s IT infrastructure.
Wipfli provides M&A services in a wide range of sectors, including industrial and consumer products, healthcare, construction, technology companies and financial institutions. We’ve also served a wide range of businesses within these industries — from emerging players to established leaders — giving our merger and acquisition advisory services team a clear understanding of your opportunities and the value drivers that truly matter.
Yes. Wipfli leverages advanced data analytics to enhance transaction evaluation. We use comprehensive data analysis to get a detailed view of financial and operational data and gain a clear understanding of underlying performance drivers.
Yes, Wipfli provides both buy-side and sell-side management assessments and HR related diligence. Our leadership development team can help you leverage talent assessment tools, including Predictive Index and 360-degree assessments, to make data-driven workforce decisions and develop high-performing teams and leaders.
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