Integration and Separation Advisory

The merger or separation of two or more companies is complex. The best deals follow a structured approach with clear objectives, detailed implementation plans, and a focus on value creation. At Deloitte, we provide best in class programme management capabilities with proven strategic, operational, change management, legal, tax and financial expertise to maximise value creation and support clients with their business integration and separation needs.

Your Integration and separation challenges

Many companies tend to underestimate the effort, workload, challenges and surprises, costs, and resources required for a successful closing (Day 1) and issue free integration or separation. Yet, ignoring all or some of these factors endangers the success of the integration.

Capturing the value of the deal is a balancing act that requires intense focus and close attention to all aspects of the integration as well as managing employees, customers, and investors. This requires someone who is not only a project manager, but who also has an understanding of your business and the M&A environment.


How Monitor Deloitte can help

Our team of dedicated Integration and Separation experts offer the knowledge, proven methodology, experience, and execution-oriented skills gained over the course of multiple transactions.

We have a clearly defined approach and methodology to cover your integration/separation from a central planning perspective, as well as from a corporate function perspective, including finance, human resources, information technology, research and development, sales and marketing, supply chain, procurement, etc. We provide tailored planning and execution based on tested experiences, saving you valuable time and decreasing your risks.

Our approach is hands-on and pragmatic, based on many years working alongside our clients to deliver on their integration and separation strategy:

  • Defining the integration / separation strategy and approach
  • Designing the overall programme structure and governance
  • Selecting and/or preparing the Integration Director
  • Developing and validating the synergy case and implementing a solution to realise them
  • Creating target state operating models or Blueprint for the end state and analysing organisational design for the new entity management structures
  • Drafting detailed integration plans and supporting the development of solutions and resolution of issues
  • Managing discreet activities required to complete the deal and ensure business continuity as of Day One
  • Managing change: Dealing with workforce implications and programme communications towards both internal and external stakeholders
  • Developing the functional transition services agreement and exit


Benefits include:
  • Defining the integration / separation strategy and approach
  • Ensuring clarity of scope and target state vision
  • Enhancing discipline and control through content-rich, knowledge-based programme management
  • Mitigating risks and issues, by staying ahead of the issues and deep experience to support swift resolution
  • Reducing disruption by focusing on people and change management
  • Retaining customers and employees through rigorous execution of customised playbooks; and
  • Preventing the escalation of costs, caused by faulty or slow solutions

The state of the deal: M&A trends 2018

Corporate and private equity executives foresee an acceleration of merger and acquisition (M&A) activity in 2018, both in the number of deals and the size of the transactions. Technology acquisition is the new No. 1 driver of M&A pursuits and dealmakers report using non-spreadsheet based M&A technology tools to help reduce conflicts, costs, and time.

The Deloitte M&A trends report looks at M&A activity by surveying more than 1,000 executives at corporations and private equity firms about the current year and their expectations for the next 12 months. The results point to strong deal activity ahead. Further, there is virtually unanimous sentiment that deal size will increase, if not stay the same, compared with deals brokered in 2017.

Read the full report here


Creating value through M&A in the Medical Technology Industry

Health care and regulatory reform, industry consolidation and convergence, and technological advances (e.g., wearable technology) continue to test the MedTech industry. In recent years, MedTech companies have looked to M&A as a key strategic lever to address these industry changes and drive stronger financial performance.

Medical technology (MedTech) companies entering into a merger or acquisition should explore common synergy levers and value creation best practices throughout the deal process. Uncover how to start creating value and synergies in MedTech mergers and acquisitions (M&A).

Read the brochure here

Meet our leader

Catherine Hannosset

Catherine Hannosset

Strategy & Business Design Lead

Catherine leads the Strategy, Business Design and M&A Deloitte Consulting practices in Belgium. She is also the North South Europe M&A Consulting Lead. She has more than eighteen years of combined ind... More