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Abstract
EKS&H/Denver wasn't looking for a merger partner. It was profitable and growing, and its succession plans and strategic initiatives were in place for the long term. Partners at the firm were looking for a larger firm to emulate-a regional powerhouse whose footsteps they could follow to grow into the firm they wanted to become. Partners at EKS&H (FY17 net revenue: $105.9 million; 64 partners, 624 total staff; four offices) zeroed in on Plante Moran/Southfield, MI (FY17 net revenue: $520.5 million; 268 partners, 2,393 total staff; 21 offices). In an environment where disruption is the norm and more disruption is the inevitable, EKS&H CEO Bob Hottman saw PM as the firm most like his own in culture, values and ambition. So he reached out and asked if EKS&H partners could visit and talk with PM leaders as a learning exercise. PM, meanwhile, had identified geographic areas and specialties where it wanted to expand. Among the goals: a Denver location and a more robust energy practice.