M&A Leadership & Support
Mergers and Acquisitions
Computer Software Company
The company’s products are used for data science and analytics and their software is designed to make advanced analytics accessible to any data worker.
Challenge
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- The Director of Corporate Development had recently been hired to form an Integration Management Office (IMO) to support the client’s increasing Merger and Acquisition (M&A) activity.
- The IMO was a new function that was short-staffed and needed some M&A expertise to shape and build the team, establish governance structures and develop sustainable, repeatable processes.
- The volume of M&A transactions was putting a strain on the IMO and other functional teams, causing disruption to daily operations.
- The client’s functional leaders had little experience with M&A and were not familiar with their role and how to engage with the IMO.
- The lack of M&A experience and bandwidth across the company to absorb the work required to support the M&A activities was causing confusion and frustration.
Strategy
- ViTL established program leadership to drive the functional teams and align them to the objectives of all closed deals.
- ViTL leveraged our M&A experience to define the IMO operating and governance model to set expectations across the company on how to engage with the IMO.
Execution
- Built the IMO due diligence and integration playbook to educate the functional teams on the M&A processes, structure and responsibilities.
- Facilitated playbook educational sessions with all functional teams to orient them to the M&A approach and their roles and responsibilities.
- Establish standard processes, meeting cadence and reporting solutions to ensure communication transparency and consistency.
- Provided recommendations to support the ongoing maturation of the client’s M&A approach and IMO.
Outcomes
- Defined the standard operating model for how all M&A activity will be conducted.
- Improved efficiency and reduced confusion in their M&A activity.
- Improved integration planning and execution which led to the maturation of the IMO.
- Formalized and documented M&A processes, structure and tools, which reduced risk to their acquisitions.
- Aligned all parts of the organization to the objectives and expected outcomes of each acquisition.