When a business changes hands, the headlines are usually about the sale price. But the true value of any deal is determined well before and long after that number is agreed. The steps that protect your interests and secure long-term value happen off the front page. Here are the four areas that most often determine whether a deal succeeds or falls short. Thorough due diligence Financial performance is just one part of the picture. A thorough due diligence process should examine contracts, compliance, and liabilities. Employment agreements, tax obligations, and regulatory responsibilities all need careful review. Deals can look good on paper, but if businesses have unresolved issues buried in their contracts, these issues can quickly become costly if they’re not identified early. The goal is not to tick boxes, but to uncover risks before they become your liability. Cultural and people fit A sale or acquisition isn’t just a financial transaction. It’s a human one. Misaligned values, management styles, or staff expectations are among the most common reasons deals fail to deliver on their promise. Morale, retention, and productivity all suffer when people on both sides of the transaction are not brought along carefully. Understanding how a business operates, what drives the team, how decisions are made, and what the culture expects is essential for a successful handover. Regulatory and compliance sign-offs Depending on the nature of the deal, you may need approval from regulatory bodies. This could include the Commerce Commission for competition law, the Overseas Investment Office if foreign ownership is involved, or sector-specific regulators such as the Financial Markets Authority or Ministry for Primary Industries. These processes take time and approval is not guaranteed. Engaging legal counsel at the outset keeps the transaction on track. Post-deal integration Once the sale is complete, the real work begins. Integrating systems, updating branding, and communicating with customers all require planning. If these steps are rushed or overlooked, it can lead to confusion, disruption, and lost business. Integration planning should begin before the deal is finalised, not after. Decisions about payroll, IT systems, customer communications, and supplier relationships all benefit from early attention. A well-prepared plan signals stability and protects the goodwill that makes the business worth acquiring in the first place. The businesses that get the most from a sale or acquisition are those that treat the process as more than a transaction. They invest in due diligence, manage the human dimensions carefully, address regulatory requirements proactively, and plan integration from the outset. Expert legal, financial, and operational advice, sought early in the transaction, makes this possible. Willis Legal has advised on business sales and acquisitions across a range of sectors and deal structures. We bring practical, commercially focused legal advice to every stage of the transaction. From initial structuring and due diligence through to settlement and beyond, we’re here to support our clients throughout their journey. If you are considering buying or selling a business, contact our team to discuss how we can help you achieve the outcome you are looking for.

We're pleased to shine a light on Janet Vaiusu-Tuala, an Associate in our Family Law team. Janet brings something distinctive to her practice: a deep sense of purpose rooted in her identity as a Samoan lawyer. For Janet, the role is more than a professional title. It means carrying her aiga, her community, and her culture into spaces where Pasifika people have not always been seen, heard, or understood. "It's a responsibility," she says simply. That sense of responsibility extends to every aspect of her work. Janet is passionate about social justice and driven by the real impact that inequitable systems have on families and future generations. Advocacy is central to how she practises, standing beside individuals in difficult moments, while also contributing to a legal culture that is more fair, inclusive, and responsive to diverse communities. It might surprise people to learn, she notes, that family law is less about legal battles and more about advocacy, care, and cultural awareness. "The work requires balancing strong legal positioning with empathy and a focus on long-term wellbeing, especially where inequity and power imbalances are present." That "this is why I do it" feeling? Janet knows it well. "When clients are able to walk away from a case with their desired outcome and their mana intact." Outside of work, Janet is a mum of four, and her afternoons and weekends are filled with kids' sports, family commitments, and church activities. She coaches the M.A.C U7 rippa team alongside her sister Foga, sits on the Kainga Pasifika Board, and has just completed RCIA with the local Hastings Parish. When she does get a moment to herself, she jokes that rest is the goal. When it comes to coffee, you'll find her at Ka Pai Cuppa Waka coffee cart in Flaxmere, or at Kindred Road and Cupple in town. When asked about the biggest influences on her career, Janet doesn't hesitate: "My faith, my family and inequity."