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.

Challenge

    • 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.