Cross-border technology deals are gaining renewed momentum in 2025. Global M&A value has surged to $2.6 trillion year-to-date, marking the strongest rebound since 2021. Nigerian corporates, particularly in fintech and software, are increasingly participating in this wave—fueled by the need to scale, acquire infrastructure, and close strategic capability gaps. 

However, the return of deal activity does not guarantee value creation. In a year defined by political transitions, tighter monetary conditions, and rising scrutiny on data and AI, the difference between a successful acquisition and a costly misstep will come down to integration discipline and execution clarity. 

Strategic Fit Must Be Clearly Defined and Measurable 

Successful acquirers are now guided by capability maps, not just market ambition. Nigerian firms seeking expansion through technology deals must first identify which capabilities they lack and how a target asset fills those gaps. 

For example, acquisitions of core infrastructure—such as payment orchestration engines, data centres, or API security platforms—have enabled some Nigerian players to deepen control over their ecosystems. Each transaction must be assessed based on its contribution to efficiency, scale, and long-term defensibility, not just short-term revenue. 

Regulatory and Financing Conditions Require Structural Creativity 

Dealmakers must account for rising policy and financial complexity. With the Central Bank of Nigeria maintaining interest rates at 27.5%, traditional debt-financed acquisitions have become more expensive. Nigerian buyers are turning to performance-based earn-outs, staged equity entries, and vendor financing structures to de-risk their capital deployment. 

Simultaneously, cross-border deals must account for evolving regulatory regimes. Nigeria’s Data Protection Act (NDPA 2023) has shifted data governance from optional to mandatory. Compliance assessments are now as critical as financial due diligence. Transactions that overlook regulatory alignment face delays, increased approval risks, or penalties post-close. 

Technology and AI Governance Are Now Core to Diligence 

Acquisitions in the tech space must now assess technology stacks, data quality, cybersecurity maturity, and AI model governance. Nigerian acquirers expanding regionally or internationally need to ensure compatibility between local data infrastructure and cross-border hosting or analytics models. 

Forward-thinking deal teams are leveraging AI-powered tools to streamline due diligence, identify risk hotspots, and compress timelines. These tools are particularly useful in navigating complex documentation across jurisdictions and generating integration playbooks. This shift improves both speed and reliability of decision-making. 

Integration Planning Begins Before the Deal Is Signed 

Integration is no longer a post-deal activity. High-performing acquirers begin integration planning during the deal structuring phase. They define 90-day value capture plans, assign clear accountabilities, and establish cross-functional transition teams. 

In Nigeria, this approach is proving essential. Integration planning that includes service levels, communication protocols, and customer migration strategies has helped reduce churn and accelerate revenue recognition. The presence of a coordinated integration team—from product, legal, engineering, and operations—can determine whether value is preserved or eroded in the months after acquisition. 

Practical Steps for Nigerian Dealmakers 

• Map out the core capabilities required to scale in the next 24 months. Screen only targets that address these directly. 

• Conduct dual-track due diligence: one focused on financial and regulatory exposure; the other on technology infrastructure, data governance, and AI maturity. 

• Structure consideration with flexibility: use performance-linked mechanisms where macro risks are high. 

• Ensure integration readiness with clear transition milestones and a timeline that begins pre-close, not post-deal. 

Decisions Made in Integration Rooms Will Determine Market Leaders 

2026 is a year of opportunity for bold but prepared acquirers. Boards that define clear outcomes, plan for execution, and integrate with intent will capture the most value from a recovering deal environment. In Nigeria and beyond, those who treat M&A as a capability-building exercise—not just a transaction—will set the pace for the next cycle of growth. 

Author

H. Pierson Business Advisory Team