I think it depends on what category those “small reasons” fall into. If it is cultural differences or attachment to specific ways of working, and the goal is to completely integrate them into the parent company, those could be dealbreakers. If it is lack of maturity, process, or systems, then I think these are much more easy to overcome through a well thought out and prescriptive integration plan. Although gut feeling should be noted, hopefully your DD process has a framework to identify how those feelings can be noted quantitatively. For example, if company culture prevents full integration, how does that translate into opportunity cost, and would it then be considered a failure against your KPIs for success? Hopefully that helps you steer your feelings, which are probably valid, into facts that can be used for decision making.
