M&A Corporate Governance: Risk Management, Strategic Due Diligence, Deal Execution, Post-Merger Integration
Protecting Shareholder Interests, Avoiding Litigation and Investigations

Course Details
- smart_display Format
Live Online with Live Q&A
- signal_cellular_alt Difficulty Level
Intermediate
- work Practice Area
Commercial Law
- event Date
Wednesday, May 21, 2025
- schedule Time
1:00 PM E.T.
- timer Program Length
90 minutes
-
This 90-minute webinar is eligible in most states for 1.5 CLE credits.
This CLE course will guide deal counsel in evaluating, managing, and mitigating corporate governance risks when undertaking an M&A transaction. The panel will discuss best practices during due diligence, deal execution, and post-merger integration to protect shareholder interests.
Faculty

Mr. Greifzu represents corporate and individual clients in connection with mergers, acquisitions, divestitures, commercial agreements, and other complex corporate transactions and related corporate governance matters. He advises clients across multiple industries, including manufacturing, retail, pharmaceutical, biotech, medical cannabis, and several services sectors. Mr. Greifzu has experience representing acquirers, issuers, and financial advisors in private and public offerings of equity securities in connection with merger and acquisition transactions.

During the course of his career, Mr. Aquila has advised on deals totaling more than $1 trillion in value, including advising on more than $150 billion in 2015 and more than $100 billion in 2019. He has been called upon by global leaders such as Amgen, Andeavor, Anheuser-Busch InBev, Baxter International, Biohaven Pharmaceuticals, Canadian Pacific, Cheniere Energy, Cornerstone Building Brands, Diageo, Diebold Nixdorf, GameStop, Haleon, International Airline Group, Kering, Kraft, Navistar International, Novartis, Tiffany & Co. and United Rentals to advise them and their boards of directors on M&A, corporate governance, ESG, activism, proxy contests, unsolicited bids, ransomware attacks, short squeezes, crisis management and a range of matters affecting corporate policy and strategy. Mr. Aquila is a member of the firm’s Management Committee and is the firm’s Senior M&A Partner. Previously, he was Global Head of the firm’s M&A Practice and Co-Managing partner of the firm’s General Practice Group (the Firm’s global corporate practice).

Mr. Markel is a nationally known trial lawyer who concentrates his practice on corporate governance litigation, mergers and acquisition litigation, directors and officers defense, securities litigation and antitrust litigation, particularly in bet your company cases. Mr. Markel frequently speaks to the press and others on a range of topics, such as director’s and officer’s liability, securities law, commercial litigation, accountants’ defense, law firm management and Internet litigation.

Mr. Markel is a nationally known trial lawyer who concentrates his practice on corporate governance litigation, mergers and acquisition litigation, directors and officers defense, securities litigation and antitrust litigation, particularly in bet your company cases. Mr. Markel frequently speaks to the press and others on a range of topics, such as director’s and officer’s liability, securities law, commercial litigation, accountants’ defense, law firm management and Internet litigation.
Description
Mergers and acquisitions are one of the most strategic decisions a company can make and effective corporate governance plays a crucial role for ensuring that a transaction aligns with the long-term interests of the company and its stakeholders. Corporate boards of directors and their counsel must take seriously their responsibility to ensure compliance with federal and state laws, including board fiduciary duties. For boards of companies evaluating or undertaking an M&A transaction, effective corporate governance practices are critical to ensure a successful deal and minimize the risk of litigation or an investigation.
Directors have a duty to ensure that solid corporate governance practices are in place before, during and after the completion of an M&A deal, from establishing the M&A strategy and evaluating how that strategy will affect executive compensation; to communicating with potential targets, obtaining shareholder approvals, and securing SEC approval; to reconciling compliance and governance policies post-integration.
Listen as our authoritative panel examines the key corporate governance considerations for deal counsel advising boards of directors evaluating or undertaking an M&A deal. The panel will discuss best practices for protecting shareholder interests before, during, and following the transaction.
Outline
I. Recent case law and regulatory developments impacting corporate governance in M&A transactions
II. Governance best practices
A. When evaluating the deal
B. During deal execution
C. During post-merger integration
III. Practitioner pointers and key takeaways
Benefits
The panel will review these and other key issues:
- What lessons can deal counsel glean from recent cases addressing corporate governance in the context of M&A deals?
- What policies and procedures should directors and their counsel observe during due diligence to evaluate and manage corporate governance risks?
- What is the board's role during and after the M&A transaction to ensure effective corporate governance?
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