Interview with Aman Bhardwaj, Head of Corporate Advisory at DNS

Aman Bhardwaj brings a rare mix of corporate advisory expertise and real-world entrepreneurial experience. As both a trusted adviser and a serial acquirer, Aman has completed more than 35 business acquisitions across the UK. His work spans transactions, valuations, due diligence, funding, and fractional CFO support.

What sets Aman apart is his hands-on approach. Having personally navigated post-deal integration, cultural alignment, system changes, and client retention challenges, he advises clients with a practical, long-term mindset. His focus is not only on completing deals, but on ensuring they succeed well beyond completion.

Was there one key moment in your career that led you to where you are today?

There wasn’t one single defining moment. My career has developed over time through the deals I’ve worked on, the people I’ve learned from, and the clients I’ve advised.

Every transaction teaches you something. That includes deals that didn’t go ahead or didn’t turn out as planned. Often, it’s the more difficult or imperfect deals that provide the most valuable lessons and shape how you think long term.

You and your team bring strong entrepreneurial experience into your advisory work. How does this shape your approach?

We’ve acquired more than 35 businesses for our own group, which means we are acquirers first and advisers second.

The reality of an acquisition doesn’t end at completion. The real challenges usually come later, integrating people, systems, culture, and retaining clients. We’ve been through this many times ourselves.

Because of that experience, we advise clients by looking at the full picture. We consider financial, operational, commercial, and technology aspects together, not separately. Most importantly, we always try to see the deal from the client’s point of view.

What common mistakes do business owners make when buying or selling a business?

On the sell side, many owners start preparing too late. They often focus on the headline sale price, rather than what they will actually take home once the deal structure is considered.

On the buy side, buyers often underestimate how difficult integration can be after the deal completes. Challenges around people, systems, culture, and clients are where value is often lost if not handled properly.

Corporate advisory covers many areas. Which do clients tend to underestimate the most?

Due diligence and financial preparation are commonly underestimated.

Due diligence is not just a checklist. It’s where you really understand how a business works beneath the surface. This is where risks and opportunities are identified.

Financial readiness is also critical. Clean financial records and clear reporting behind the scenes often have the biggest impact on the final outcome of a deal.

Clients often describe your team as hands-on and detail-focused. What does a partner-led approach look like in practice?

It means being involved from the very beginning and staying close throughout the process.

We work alongside our clients, not just as advisers but as partners. We stay available as decisions come up and support them through each stage. On the buy side, this often means helping with multiple deals and guiding clients on buy-and-build strategies for faster, well-managed growth.

If a business owner is considering selling in the next 12–18 months, what should they start doing now?

The most important thing is to start early.

Preparing a business for sale takes time. This includes cleaning up financial records, documenting processes, strengthening client retention, and putting a clear management and succession structure in place. Fixing legal or operational issues early and improving how the business is presented can also significantly improve the outcome.

How does your own experience as an acquirer influence how you advise clients?

One key lesson is that the right adviser can make a real difference.

Risk is always part of a deal. It can’t be removed, only managed. That means identifying risks early, being open about them, and protecting yourself through clear agreements and honest conversations.

Cultural fit is just as important as numbers. Many deals fail not because of valuation, but because people and values are not aligned.

How do you balance moving quickly in competitive deals with proper due diligence?

It’s not a choice between speed and quality.

With experience, you learn where to focus your attention. This allows you to identify the real issues early, deal with them properly, and keep momentum without unnecessary delays.

Valuation can be emotional for founders. How do you help clients understand their true business value?

For most founders, their business is their life’s work, so it’s never just about the number.

I help clients look beyond the headline valuation to understand what they’ll actually receive, how secure the payments are, and how the deal is structured. We also discuss what happens to their team, the culture, and the legacy they’ve built. When founders see the full picture, decision-making becomes much clearer.

When should a business owner consider bringing in corporate advisory support?

Ideally, as soon as they start thinking about buying or selling even if it’s just an idea.

Other signs include uncertainty around valuation, deal structure, or risk, or when opportunities are coming faster than they can properly assess. Even if the process has already started, a good adviser can still help bring clarity and confidence.

Looking ahead, what do you hope to achieve over the next 12 months?

I want to help more clients complete transactions with clarity and confidence, from the first conversation through to completion.

I also want to continue building our team’s capability and depth while maintaining our partner-led, hands-on approach. Delivering strong outcomes for clients while growing the team in the right way is something I’m proud of.

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