Jennifer Miller is partner and co-head of the Transaction Advisory Services group at Indianapolis-based KSM (Katz, Sapper & Miller). She started her career in audit at EY before holding corporate development, commercial finance, and FP&A roles with global firms such as Stryker, Stanley Black & Decker, and Beazer Homes. Jennifer and her fast-growing team advise financial and strategic acquirers on both the buy side and sell side across a variety of industries.

We sat down with Jennifer to learn about her experience in M&A.

Deal Guide: The visibility of FDD as an M&A career path has been on the rise.  Roll back the tape ten or more years, all that people really talked about was investment banking, private equity, and deal attorneys. How did you first get into FDD given its historically lower profile? What made you follow this path for your career?

Jennifer: I took a less traditional path into FDD, but each step helped shape me into a well-rounded advisor. Starting my career in Big 4 audit and earning my CPA gave me the flexibility to explore different roles. My first exposure to FDD came during my time in corporate development at Stryker, where I was on the receiving end of diligence reports. From there, roles in commercial finance and FP&A across large organizations gave me a broader view of the M&A process and how diligence fits into it. Seeing firsthand how clients use and value the output of FDD helped me shape our own practice to be client- and value-focused from the start.

Deal Guide: What did you wish you knew earlier in your career? How would learning this earlier have benefited you?

Jennifer:  Something I wish I had learned earlier in my career is that you don’t need to have the end goal figured out from the start. Coming out of school, it takes time to apply what you’ve learned in a real-world setting. There isn’t one exact path you must follow—careers are rarely linear. What matters most is being intentional about putting yourself in situations that help you explore your own strengths and weaknesses. That’s how you find clarity over time.

For example, when I decided to leave public accounting for a role in corporate development, some people questioned the move. It didn’t follow the traditional path, but for me, it turned out to be the right decision—and it opened doors I wouldn’t have seen otherwise.

Deal Guide: In the spirit of continuous improvement, are you personally currently focused on developing, honing, or refining any particular skills? What is your motivation to focus on this?

Jennifer: I’ve always believed in continuous improvement, and that there’s something new to learn at every stage of your career. Early on, that meant more traditional paths—earning my CPA and pursuing my MBA on weekends. As I’ve advanced, my focus has shifted toward developing leadership and communication skills, which are critical differentiators in a professional services environment like FDD. The higher you go, the more success depends on managing and leading people effectively. I’ve also been investing time in learning about AI, as emerging technologies have the potential to significantly disrupt our industry.

Deal Guide: What do you value now as a leader in your practice that you undervalued when you were a newly minted manager?

Jennifer: I value people who are inquisitive, driven, and take ownership of their careers. They’re hungry for growth and eager to take on new responsibilities—while also knowing when to listen, learn, and grow from the experience of others.

Deal : What skills separate a good FDD professional from a great one?

Jennifer: The best FDD professionals aren’t just great accountants—they’re critical thinkers and problem solvers. Technical skills are important, but the real differentiators are those who can think beyond the numbers, deliver insights that go beyond QofE and NWC, and truly add value to their clients. Understanding the broader deal thesis and applying insights holistically from one deal to the next is what sets top professionals apart.