Luke Potter on 
Deal fatigue is a phenomenon that occurs during lengthy or complex business transactions, most commonly in mergers and acquisitions where one or both parties experience a gradual erosion of enthusiasm, focus, and motivation to see the deal through to closing. It typically sets in after prolonged periods of negotiation, due diligence, and back-and-forth communication that stretch well beyond the originally anticipated timeline. As weeks turn into months, the cumulative weight of information requests and unresolved sticking points can wear down even the most seasoned dealmakers, causing minor issues and setbacks to become an expensive and drawn-out thorn in the side.
The causes of deal fatigue often come down to a lack of organization and a failure to maintain urgency throughout the process. Sellers who are slow to upload requested documents, delayed in responding to questions, or simply unprepared for the volume of information required can bring a transaction to a grinding halt. On the other side of the table, buyers who are overly meticulous, nitpick immaterial details, or continuously expand the scope of their requests beyond what is reasonable make it increasingly difficult to maintain momentum. At its core, the antidote to deal fatigue is speed . Both parties entering the process organized, responsive, and committed to keeping things moving. The longer a deal drags on, the greater the risk that enthusiasm wanes, and a transaction that made perfect sense on day one begins to unravel.
The consequences of deal fatigue are significant and often underestimated. The longer a transaction takes, the longer a seller is on the hook to perform at the level they said they could operate at and any dip in revenue or productivity during that window gives buyers a chance to revisit previously agreed-upon terms. Extended timelines also damage credibility on both sides; delays cause doubt, and the more a process drags, the more both parties begin to question each other’s preparedness and commitment to closing. And at the end of the day, time is money. Every additional month in a prolonged process means more time, cost, and more management attention pulled away from running the business. The bottom line is simple: if you’re going to sell, moving quickly makes everything easier.
Managing deal fatigue requires proactive communication, disciplined process management, and a shared commitment to a timeline. Advisors play a critical role by setting realistic expectations early, establishing those clear timelines, and serving as a buffer if tensions arise. Sellers can mitigate fatigue by entering the process well-prepared with organized financials and a management team aligned on the transaction’s objectives. Ultimately, recognizing the early signs of deal fatigue and addressing them directly is far more effective than allowing them to quietly undermine a transaction that both parties worked hard to bring together.