Global PMI PartnersStrategy, IMO, Marketing/Sales, Quality, IT, Culture and Change Management 13 Our...
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www.gpmip.com 0 Global PMI Partners Acquisition and post-merger integration specialists
Transcript of Global PMI PartnersStrategy, IMO, Marketing/Sales, Quality, IT, Culture and Change Management 13 Our...
www.gpmip.com
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Global PMI PartnersAcquisition and post-merger integration specialists
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About Global PMI PartnersThe post-merger integration specialists with worldwide expertise.
ü 350+ M&A Projects
ü 35+ Countries
ü 90+ Dedicated Professionals
Our expert teams provide an optimal blend of skills, localization, and industry experience to meet the needs of our clients.
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About Global PMI Partners M&A ServicesSpanning integrations, divestitures/carve-outs, post-close transformation, and internal M&A capabilities enhancement, our solutions activate value and enable rigorous execution to deliver transaction objectives.
Integration/Carve-out Planning & Execution:
IMO & CMO MobilizationSM
Business Workstream Management Organizational Design Target Operating Model Culture and Change Management Transition Service Agreements (TSA) Program Healthcheck
Training & Internal Capabilities Development:
Essentials for Executives Integration Planning for M&A Success IMO Training & Functional Lead Training M&A Integration Framework Development Integration & Carve-out Playbook Development M&A Transaction Playbook Development
Post-close Transformation:
IMO to PMO Transition Business Process Optimization Operating Model Optimization Operational Restructuring
Integration & Divestitures Services M&A Capability Development
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The Global PMI Partners ApproachWe activate value, execute rigorously, and transfer knowledge.
Activate Value Execute Rigorously Transfer Knowledge& Repeatability
§ Connect integration objectives to business strategy and deal objectives
§ Prioritize focus and realization of synergy goals
§ Maximize acquired human capital
§ Mobilize Integration Management Office (IMO)
§ Implement comprehensive but flexible process orientation to manage complexity
§ Empower internal expertise
§ Prepare training for Integration Planning and Execution Essentials to prep internal integration teams
§ Create Integration Playbook for consistent planning and execution of future activity
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The ROI of Working with Global PMI PartnersAverage return-on-investment statistics based on Global PMI Partners’ 300+ M&A project data.
Experience Impact Resource InvestmentBenefit Realization
24 yearsAverage experience of GPMIP consultants
48 hoursRamp-up time for most GPMIP teams to start onsite
1 dayNotice required to onboard resources (up or down)
40Average size of client integration team directly receiving knowledge and M&A experience from GPMIP to deliver future integrations internally
127%Synergies delivered against investment thesis
25%Faster achievement of synergies
40%Repeat client projects for GPMIP in 2017 –our ultimate KPI for client satisfaction
163Average number of risks and issues identified, tracked and mitigated in each engagement
0.2%Average GPMIP cost set against deal value
2.5%Average GPMIP cost as percentage of synergies achieved
20% Relative cost of external support -operational resources to deliver the integration set against deal advisors (Banking, Legal, etc.)
50%Estimates saving in internal and external resource costs through faster program mobilization
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Differentiation from Other Consulting FirmsWe provide clear M&A integration focus and are more flexible than any other firm in delivering our knowledge and resources in an on-demand capacity.
Large strategy and consulting firms
ScalabilityBenefits GeographyFocus
Brand Bench staffGeneral range of services
Individualskills
Global resources
Local resources globally
disconnected
Local resources globally
connected
Efficient, integrated
delivery
Integrations and carve-
outs
Flexible, on-demand experts
Individual skills NoneIndependent contractors and staffing agencies
Methodology
Consultant focused use
Ad-hocprocess
Transferrable methodology for internal use
ScalabilityBenefits GeographyFocus Methodology
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Leading Acquisition Integration PracticesWe deliver leading M&A integration practices and “wrote the book” on post-merger integration. We also teach at leading business schools, conduct research, publish books and papers, and provide training.
Cross-Border Mergers & Acquisitions – Chinese VersionPublished by China Machine Press – only available in China
Mergers & Acquisition Integration HandbookProven Strategies and tactics to manage integration of acquired and/or merged companies
Mergers & Acquisitions – A Practitioner’s Guide to Successful DealsContributions of integration and carve-out chapters
Cross Border Mergers & AcquisitionsThe complete package for flawless execution of cross-border M&A
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Ways We EngageFrom training to delivery, we provide the right level of services to meet your organization’s needs.
M&A Training / Skills DevelopmentTrain key staff and prepare for upcoming integrations, build in-house capability, teams, methodologies and tools
Integration Setup and PlanningQuickly drive vision and approach, setup IMO and governance. High-level integration plan ready for internal teams to implement
Integration ManagementIntegration leadership and IMO resourcing throughout your integration, leading internal teams to stay on track
Integration Management and Functional Work Stream DeliveryComprehensive integration management, including IMO and support for internal resources in some or all functional work streams
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1 2 3 4Knowledge Planning Management Integration Delivery
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Integration Management Office (IMO) MobilizationSM
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Integration Management Office (IMO) MobilizationSM
IMO MobilizationSM is a proven component of our acquisition integration approach – this approach has been implemented on 35 integrations globally.
ProgramAcceleration
OrganizedTeams
PMIExpertise
InformedDecision-makers
ChallengesSolved
SupplementYour Team
Built for Repeatability – Serial Acquisitions of PE firmsIMO Mobilization is established to efficiently integrate acquired companies and achieve synergies in a short time period. Global PMI Partners’ support of high frequency acquisitions as exhibited in private equity investment portfolios is just one example of how we engage. PE firms engaging GPMIP include: The Riverside Company, Marlin Equity, Rubicon Technology Partners, TA Associates, EQT, and Audax Group.
Built for Growth – Scale for Large Corporate OrganizationsLarge corporate clients also partner with Global PMI Partners to establish clarity and governance in their internal integration offices, and to fill resource needs when acquisition integration experts are required. As an example of the industries and scale we service, Global PMI Partners’ corporate clients where master service agreements are in place include: Electronics for Imaging, Lilly, Sierra Wireless, and Reliance Worldwide Corporation.
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Integration Management Office (IMO) MobilizationSM (Cont.)IMP setup, commitments, and building a governance for your integration.
Establish – Formal Structure§ Size depending on the complexity§ Clear responsibilities among participants§ May / may not include some managers
Identify – A Clear C Level to Report§ Depends on the focus / dimension§ Typically is CEO, but can be COO, CIO,
CFO, HR
Define – A Way to Manage Info§ Can be a project management software§ Can be an information sharing software§ Check that everyone has the right level
of access
Project Charter• Clearly state objectives,
responsibilities, resources, etc.• Define deliverables and due dates• Clarify assumptions, constraints,
cultural requirements
Governance Structure• List of work streams and staffing• RACI Matrix• Reporting tools and IT platform
Communication• Prepare meetings• Prepare debriefs• Share info
IMO Setup Governance Structure
Define Selection Criteria§ Define criteria to select the managers
that will be functional leaders§ Consider both experience and
leadership§ Consider planning skills
Define Objectives§ Define clear objectives for each
function
Define Responsibilities§ The functional leaders participate in
the meetings and support the IMO§ They provide functional expertise and
guarantee adherence with the standards
Functional Commitments
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Integration Management Office (IMO) MobilizationSM (Cont.)Key challenges, benefits and lessons learned.
§ Time required to keep track of all the activities going on
§ Business as Usual to be managed while the integration is going on
§ High and/or unknown risks
§ Managing transition services and keeping service levels up
§ Clear reporting to Board on integration plans
§ Senior expertise in dealing with difficult situations
§ Experience in foreseeing potential risk situations
§ Clear leadership in managing the integration
Client Challenges Key Benefits
§ Prepare a high level plan to be shared and agreed with all the stakeholders
§ Split the overall process in work streams and then manage each individual work stream
§ Establish milestones and keep the teams on track
§ Identify risks and manage
How We Help
Lessons Learned
§ Align teams to clear and common goals § Mitigate risks before problems arise § Clearly identify milestones for on-time delivery
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Our Team
Scott WhitakerPartner, United StatesAcquisition & Carve-Outs, Methodology, Author & Trainer
Christophe Van GampelaerePartner, BelgiumM&A Programs, Finance Lead, Trainer, TSAs, Due Diligence
Stefan HofmeyerPartner, United StatesPrograms, Processes, & Cross-Border Facilitation Expert
Michael HolmPartner, SwedenM&A, Acquisitions, Carve-outs, Business Transformation
Chris CharltonPartner, United KingdomM&A Leadership, Business & IT Transformation Programmes
Sergio BrunoPartner, ItalyStrategy, Financial Services M&A
Robert YuPartner, ChinaStrategy, IMO, Marketing/Sales, Quality, IT, Culture and Change Management
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Our PartnersOur differentiation and value lies in the strength of our team of M&A experts.
Experience is everything.
Each partner specializes in
post-merger integration (PMI)
services and are supported
by a worldwide team of
experienced M&A experts.
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§ Highly-experienced board advisor, business and IT programme leader
§ Led consulting practices in PwC, Cap Gemini and several smaller consulting firms, including services around M&A, PMI, business transformation, portfolio, programme and change management
§ Senior leadership experience in major organisations including a UK airline, a global FMCG business and a European bank
§ Masters in Management from Cambridge University. Early career in investment banking
§ Published by the Financial Times on the subjects of business strategy, M&A integration, major programme delivery and managing complex change
§ Collaborative approach to successful integration, transformation and change leadership, engaging with all levels of stakeholder up to Board and CxO level to deliver ‘fit for purpose’ business- and IT-driven solutions
§ Experience of driving organisation and process change, business and IT transformation, business integration/divestment, operational performance improvement, cost reduction, business and IT strategy execution
§ Broad sector experience in B2B, B2C, financial services, FMCG, telecoms, media, logistics, healthcare, technology, pharmaceuticals, energy, gaming, aviation and public sector
§ MSP, APM, PMI, MIC certified, with strong experience of applying best practice frameworks and methods in M&A scenarios
Chris CharltonPartner, UK | +44 7710 326 510 | [email protected]
Background Skills and Expertise Experience
§ Leading the Integration PMO for a complex £2bn merger for Ladbrokes Coral Group, delivering over £150m of annual synergies within a total programme cost envelope of 1.15x mature annual synergies
§ Spearheading the rapid integration of British Midland Airline into British Airways
§ Integration of four businesses into a single, unified £2bn UK & Ireland consumer business for GSK, followed by a strategic transformation
§ Setting up the Integration PMO for the Supply Chain of a Global FMCG firm following a $12bn acquisition, to deliver over $500m of synergies
§ Creating a transformation plan to drive the portfolio of change for a UK healthcare joint venture business
§ Leading a post-merger strategic review for the new Executive team of a Research Institute
§ Leading a branch transformation programme to deliver the strategic ambitions of a newly merged South East Asian regional banking group
§ Private Equity: The Riverside Company (over 10 to date), EQT, Marlin Equity Partners, Rubicon Technology Partners, Audax Group. Gemspring Capital
§ Manufacturing: Weyerhaeuser, Potlatch, Boral Industries, Arrowhead Electrical products, Deb Group, Reliance Worldwide, Design Group, PeroxyChem
§ Telecommunications: Sprint, Ericsson, Sierra Wireless
§ Logistics: MNX Global Logistics§ Software: Qualitest, Aucerna, Energy Exemplar,
Health & Safety Institute, RateGain§ Professional Services: Paradigm, Aprio, Anticimex,
Day & Zimmerman
§ Over 25 years experience in strategic planning disciplines including all aspects of merger and post acquisition integration
§ Prior to Global PMI Partners, Scott held senior-level marketing, sales and operations positions with several Fortune 500 companies including Serta Simmons and Sprint
§ Faculty member for ACGU (Association of Corporate Growth University) and Clemson University Center for Corporate Learning (M&A Master Class)
§ Scott holds a B.A. from the University of North Carolina at Chapel Hill and has been awarded the Certified Management Consultant designation from The Institute of Management Consultants
§ Lead architect for Global PMI Partners' PMI Mobilization methodology
§ Advised clients across dozens of industry sectors covering small, mid and large cap transactions totaling more than $100 billion in value
§ M&A work has included engagements in Canada, China, Europe and Africa
§ Recognized expert in the field of M&A and has trained hundreds on M&A planning and execution. He is the author of Cross-Border Mergers & Acquisitions (Wiley 2016) and Mergers and Acquisitions Integration Handbook (Wiley 2012)
§ Developed Integration Playbooks methodology & tools for Private Equity firms and serial corporate acquirers
Scott WhitakerPartner, USA | +1 404 431-7508 | [email protected]
Background Skills and Expertise Experience
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§ Stefan leads the development and implementation of repeatable solutions for private equity firms and companies looking to build in-house M&A integration and carve-out expertise
§ Prior to Global PMI Partners, Stefan held the position of Director at Blackstone Technology Group, leading their US management consultant team. Stefan started his career at Accenture, delivering integrated solutions as a people, process, and technology consultant
§ Stefan is an alumnus of the Harvard Business School LPSF Program. He holds an Executive MBA from the Graziadio School at Pepperdine University and a BSE in Industrial Engineering from the University of Iowa. Stefan is a Stanford Certified Project Manager (SCPM) and Certified Project Management Professional (PMP)
§ Recognized expert and international speaker in the field of acquisition integration management. Most recently contributing to the books: Mergers & Acquisitions – A Practitioner’s Guide to Successful Deals, 2019, World Scientific Publishers, and Cross-border Mergers and Acquisitions, 2016, Wiley & Sons Publishers
§ Deep skills in the stand-up and hands-on delivery of integration management office (IMO) governance, process, and tools to optimize cost and revenue synergies of a merger or acquisition
§ Key contributor to the Global PMI Partners’ IMO MobilizationSM solution offering
§ Cross cultural expert working and traveling to over 40 countries. Specific expertise with cross-border business between APAC, EMEA, and North America
Stefan HofmeyerPartner, USA | +1 510 332-1492 | [email protected]
Background Skills and Expertise Experience
§ Private Equity: The Riverside Company, EQT, Audax Group, Marlin Equity, and TA Associates
§ Manufacturing: Airbus, Electronics for Imaging, Arrowhead Electrical products, Reliance Worldwide, Jack Link’s, Agilent Technologies, Cadence Design Systems
§ Telecommunications: AT&T, Siemens, Sierra Wireless, Motorola
§ Financial Services: TIAA, Citibank, Fireman’s Fund Insurance Company, Silicon Valley Bank, WageWorks, Wells Fargo
§ Logistics: MNX Global Logistics, Ingram Micro§ Software: IFS, RateGain, ADP, BroadVision,
Qualitest, Energy Exemplar, Health & Safety Institute
§ Professional Services: Accenture, Blackstone Technology Group, Infosys, Paradigm, Anticimex
§ Life Sciences: McKesson, Oncology Therapeutics§ Utilities: Pacific Gas & Electric
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§ 30 years of professional experience
§ Consultant for: Boston Consulting Group, Booz Allen, Andersen Consulting
§ Manager for large corporates (General Electric, Italcementi, Generali Insurance) participating in large integration and development projects
§ Graduated in Electronic Engineering; Completed a Masters in Business administration. Attended several trainings at Oxford (UK) and MIT (Boston)
§ Certified business coach
§ Published books on company organization and financial services structure
§ Speaks fluent Italian and English
§ Executive experience in management consulting, international restructuring, project management, change management, implementation of IT systems and people management
§ Manager in charge of the merger of Coopervision, Italy and Sauflon, Italy; in close contact with the European headquarters
§ Other industry roles: Financial Services; Consumer goods, Telco, Pharma, Energy, Luxury
§ Led several integration projects as well as multidisciplinary projects such as business transformation and change management programs
§ Developed a wide international and multi-cultural experience working in several countries from America to Europe and Middle East
Sergio BrunoPartner, Italy | +39 335 75 18 572 | [email protected]
Background Skills and Expertise Experience
§ Consumer goods: Coopervision, led the Italy integration of the $1.2bn acquisition of Sauflon
§ Banking: Banca della Svizzera Italiana/Banca del Gottardo, led the merger of the back offices of the two private banks; Banca Intesa San Paolo, merger the back offices
§ Luxury: Labelux, post-merger alignment of the processes among the brands of the group
§ Telco: Vodafone group post-merger definition of the new organization after the merger of the local brands
§ Automotive: General Motors – Fiat, merger of the engineering dept.
§ Insurance: Generali group, merger of the insurance companies (Alleanza and INA/Assitalia)
§ Oil & Gas: Eni, due diligence for the transfer of the IT company EniData to EDS
§ Utilities: due diligence for AEM merger into A2A§ Other: Definition of a new organization for
Novartis Oncology across Europe; Startup of the Italian branch of GE Money; Direct insurance setup for Zurich Insurance
§ Balta, Belgium, 2018: Program management§ Ween, Netherlands/China: 2017–18; carve-out§ Vectura-SkyePharma, London, 2016: Finance§ Mifratel/Ebos, Belgium, 2016: Communications§ Balta, Belgium, 2016: IMO§ NXP Semiconductors, Eindhoven, Netherlands, 2008§ Philips Semiconductors, Eindhoven, Netherlands, 2006 § IMO, Infosys, Palo Alto/Israel, 2015§ IMO , Rightster, London,2014§ Finance integration support, Taminco, 2014§ Synergy calculation Gallimard/Flammarion, Paris,
2012§ CFO for Agrium Europe, Belgium, 2011§ International banking integration, Belgium, 2010§ Social sector integration readiness, Belgium, 2009§ London Scottish Bank, Manchester, 2009: mapping
transition service agreements § Water utilities, Belgium, 2008: integration readiness§ DaimlerChrysler, Detroit, USA, 2007-2008: TSA’s
work stream for US, Canada and Mexico
§ Co-founder of Global PMI Partners; Executive Director in the Transaction Integration of EY (2006-11)
§ VP Finance Europe & Caribbean for Zenitel, a Euronext company. Board positions in France, Belgium, Netherlands, Sweden, Finland, Denmark
§ Finance Manager for Bertelsmann Music Group, Finance Manager of a speech technology start-up, VP Investment Administration and Operations for a $350 million family office in New York
§ Masters Business Economics Ghent State University; Estate & Wealth Mgt at NYU.; Lecturer VUB University Brussels
§ Published M&A author - books, articles, seminars, workshops, trainer on M&A
§ Speaks fluent Dutch, English and French, and understands and reads German
§ Corporate finance, culture, working capital, improvement M&A, divestments, integration
§ restructuring, change management
§ investment administration & management
§ Christophe has led numerous carve-out and integration projects in Europe and the US
§ ISO officer
Christophe Van GampelaerePartner, Benelux | +32 496 084 089 | [email protected]
Background Skills and Expertise Experience
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§ 9 years at GPMIP as a partner and management consultant
§ VP International Operations at Framfab, an internet consultancy with 3000+ staff, VP Sales & Marketing at Hotsip (telecom) which was acquired by Oracle and founder/CEO at Aktavara (telecom operation & maintenance)
§ 21 years in various management positions at Ericsson of which 8 years outside Sweden working mainly within strategy, M&A, sales & marketing, and business development.
§ Co-author of book, Cross-Border mergers & acquisitions
§ Native Swedish, fluent English and basic German speaker
§ Post-merger integration (PMI), M&A projects§ Sectors: Telecommunication, IT, Biotech,
Professional services, Fast Moving Consumer Goods (FMCG), consumer, Oil & gas, Media, Pharma, Financial Services, Travel & Leisure and Semiconductor
§ Strategy - leading several major strategy development projects targeting new product offerings, competitors, partners and customers.
§ Project management of complex PMI and carve-out projects
§ Transformation/Change Management/team building in corporate line management roles and as a management consultant
§ Company management - As CEO building a new company from scratch and achieving profitability year one.
§ B2B sales/global account management -Global Account Manager growing business from 50 MUSD to 150 MUSD in two years.
Michael HolmPartner, Nordics | +46 768 670 777 | [email protected]
Background Skills and Expertise Experience
§ Aspia, carve-out from PwC Sweden§ Telia, integration of FältCom§ Forenom, integration of StayAt and HS Apartment§ LeoVegas, Integration of RocketX + playbooks§ Stars Group, USD 4,7b Skybet integration § InpacPharma, integration Scandinavian Nutrients§ Infotheek, integration of Scholten Awater§ COWI, PMI playbook§ NYX Gaming, 270m GBP OpenBet integration§ Merger of SF Bio and Finnkino§ Jack Links, integration of Bifi and Peperami brands§ Arcus Integration of Ålborg and Gammeldansk
brands + factory carve-out§ ST-Ericsson, carve-out of Ericsson Mobile platforms,
and integration with ST NXP joint venture§ Ericsson, carve-out of Enterprise Services§ Ericsson, Integration of LHS § Ericsson, integration of Tandberg TV
§ Sector experience includes: media and technology, telecommunications, software, mobile internet, manufacturing, education, publication, Pharmaceutical & life sciences and professional services, etc.
§ Led cross-border M&A and post-merger integration programs for Motorola in technology and telecommunications sectors such as Wireless Broadband & Dahua Digital acquisitions and PMI
§ Integrated acquired business operations with business centers in multiple countries across the Asia, Europe and Americas for Pearson, plc
§ Managed a mobile internet platform joint venture between Nokia & Pearson from pre-deal to Day 1.
§ Led the business restructuring for Dell Institute.§ Managed an ERP cut-over for a carve-out from NXP
semiconductors and led a supply chain process improvement for a global logistics center in HK
§ Advised on a cross-border M&A PMI for an automotive supplier between China and Germany
§ Over 30 years of professional experiences
§ Worked in the USA for 20 years, served clients in North America, EU and Asia
§ Broad international experience and culture understandings
§ Served as an independent board director and a CEO for Chinese companies
§ Well known expert on cross-border M&A integration in China. Has been a prominent speaker at M&A summits
§ Co-author of a cross-border M&A book
§ Post MBA program, Beijing University; MBA, Kellogg School of Management, Northwestern University; MS, University of Minnesota
§ Business strategy M&A and operational experiences with Fortune 500 multinational companies
§ M&A expertise includes: growth strategy, M&A deal management, post-merger integration (PMI), carve-out execution, corporate M&A process & PMI playbook development, integration management office (IMO) setup, joint venture setup & management, internal communications and M&A trainings
§ Other skills include: sales/marketing, business restructuring, business & operation process optimization, six sigma quality improvement, supply chain optimization, ERP migration & implementation, project management, change management, culture assessment and communications
§ Speaks native Chinese and fluent English
Robert YuPartner, China | +86 132 6010 5831 | [email protected]
Background Skills and Expertise Experience
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Our Experience
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350+ M&A Projects of Differing Industries, Location and Deal Size We deliver exceptional consistency and speed of delivery.
See more case studies GPMIP.com/experience/ 23
Client ReferencesGlobal PMI Partners reputation is built on client results and repeatable delivery.
“You weren’t just consultants, you werepart of the team.”
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“They understood our culture, how we operate, how we work – they just got it!”
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“From day one, the team brought focus and clarity to the objectives of the integration.”
““Their experience allowed us to avoid the pitfalls and deliver clear execution plans.”
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“I found them to be professional, easy to work with, and focused on execution. I would recommend them highly!”
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See more case studies GPMIP.com/experience/
We look forward to working with you.
www.gpmip.com
BeneluxChristophe Van Gampelaere
+32 496 084 [email protected]
NordicsMichael Holm
+46 768 67 [email protected]
ItalySergio Bruno
+39 335 75 18 [email protected]
Australia / New Zealand Robert Heaton
+61 400 756 [email protected]
United Kingdom – LondonChris Charlton
+44 7710 326 [email protected]
ChinaRobert Yu
+86 132 6010 [email protected]
United States – Atlanta Scott Whitaker
+1 404 431 [email protected]
United States – San Francisco Stefan Hofmeyer
+1 415 738 8109 [email protected]
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