M&A Leadership & Support
Mergers & 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.
- 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.
- 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.
- 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.
- 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.