Why M&A Isn’t Just for Giants: CEO Gilad Bechar’s Playbook for Mid-Sized Growth

With markets shifting faster than many companies can build on their own, mid-sized firms can use mergers and acquisitions to close the gap with bigger rivals, according to Gilad Bechar, founder and CEO of Moburst. He frames acquisitions not as quick revenue grabs but as a way to accelerate innovation, bring in talent and expand capabilities.

Bechar argues that organic growth has limits when the pace of change demands a bold move.

Among the advantages he cites: acquiring teams to gain hard-to-find skills quickly; integrating new services and technology stacks without years of development; using a target’s local presence to enter new markets and bypass barriers to entry; cross-selling across combined customer bases; and leveraging economies of scale to streamline operations and reduce costs.

Selecting the right target, he says, starts with strategic alignment—does the company fit your long-term vision and complement your capabilities? Cultural fit is critical to smooth integration and retention. He also looks for clear growth potential by examining a target’s client base, service offerings, sales pipeline, revenue history and market conditions.

Operational synergies matter too: compatible technology and client management systems can make integration faster and more cost-effective. Finally, he assesses integration readiness—roles, standard operating procedures and leadership strength—to avoid getting bogged down in internal fixes.

The toughest part, Bechar cautions, comes after the deal closes. The biggest mistake is neglecting the new team. Drawing on his experience transitioning from military combat to intelligence and serving as a commander, he says merging distinct units requires deliberate leadership.

He prioritizes working closely with founders and leadership teams at acquired companies so they feel supported, aligned and motivated to stay. Branding decisions also demand care, he adds. Leaders must weigh whether to keep an acquired company’s brand or fold it into the parent, a choice he describes as a delicate balance.

For Bechar, the promise of M&A is real, but success depends on disciplined target selection and thoughtful, people-first integration.