Services

Operational M&A advisory

Plan and execute the operational change to capture deal value

The integration or separation of organisations is a complex challenge and deal value often erodes due to failed execution. The best companies follow a structured and disciplined approach, with clear strategic objectives, detailed implementation plans, and a focus on creating and capturing value from the start. Our proven approach is highly pragmatic and our experienced team thrives to work with client organisations to design, plan and execute the change to maximise the deal value.

Integration support

The merging of two or more organisations is often fraught with complexities. The best acquirers follow a structured and disciplined approach, with clear strategic objectives, detailed implementation plans, and a focus on creating and capturing value from the start.

We support our clients with:

  • Development of Integration Blueprint (vision and strategy, key principles, degree of integration, key milestones, synergy benefits, risks and issues, programme structure and management)
  • Development of milestone plans and detailed plans (Day 1, 100 Days and beyond)
  • Managing the discreet actions required to complete the deal and ensure business continuity from Day 1
  • Mobilising and coordinating the project teams around a well-structured and managed programme
  • Managing people issues and programme communication
  • Coaching of programme director and key project managers
  • In addition, we provide function / workstream level subject matter expertise on need basis

Separation support

Operational separation complexities may deteriorate deal value and cause significant delays in divestitures. The best companies maximise the deal value by analysing the financial impacts and by planning how to tackle the operational complexities early on in the process.

We support our clients with:

Operational vendor assistance

  • Mapping of dependencies between Parent and Target (dependencies are identified and described from people, IT, contracts, assets, facilities, products and supply chain as well as functional perspective)
  • Description how the Target (and Parent) will operate after divestment
  • Description of key projects and analysis of associated one-off costs needed to effect the separation
  • Analysis of standalone FTE requirements
  • Analysis of ongoing standalone cost impacts (eliminations, cost saving opportunities, dis-synergies)
  • Description of Transitional Service Agreements (TSAs) needed to support the Target in transition

Separation programme support

  • Development of Separation Blueprint (vision and strategy, key principles, key milestones, risks and issues, programme structure and management)
  • Development of milestone plans and detailed plans (preparatory activities, Day 1 delivery, plans until end of transition period)
  • Managing the discreet actions required to complete the deal and ensure business continuity from Day 1
  • Mobilising and coordinating the project teams around a well-structured and managed programme
  • Managing people issues and programme communication
  • Coaching of programme director and key project managers
  • In addition, we provide function / workstream level subject matter expertise on need basis