Communication

While most investors have a passive role in their portfolio company, some investors are active in shaping and contributing to its success. For venture capitalists, one of the best scenarios is for the portfolio company to be acquired to maximize investment returns. In this article, Dr. Irit Yaniv, Founding Partner and CEO at Almeda Ventures discusses what investors can do when planning and executing the exit.

Interview with:

Dr. Irit Yaniv

Founding Partner and CEO at Almeda Ventures

The collaboration between a Private Equity (PE) firm and a portfolio company during an acquisition is a powerful partnership. Together, they create a synergistic environment where growth and value thrive. In this article, we will explore insights from Barak Routhenstein, Vice President of Corporate Development at Profile Products, on how PE firms can provide invaluable support to portfolio companies during the acquisition process, setting the stage for success and maximizing value creation.

For high-growth companies, M&A is almost inevitable. If done right, it could speed up growth and open new opportunities for the acquiring entity. However, it’s not without challenges, as it can also be destructive and destroy both companies involved. In this article, Glenn Sanford, CEO of eXp World Holdings, Inc., discusses the art of M&A, and striking the right balance between integration and autonomy.

Interview with:

Glenn Sanford

CEO of eXp World Holdings, Inc.

M&A is a massive undertaking that calls for collaboration among numerous individuals. Ensuring alignment with everyone involved is essential for the success of a deal. Yet, with a variety of opinions and personalities at play, achieving alignment can be quite a challenge. In this article, Andrew Bilbao, CFO of Noble Education Acquisition Corp, shares valuable insights on how to guarantee alignment for deal success, paving the way for a smooth and fruitful M&A process.

Interview with:

Andrew Bilbao

Current CFO of Noble Education Acquisition Corp.

For public equity analysts, M&A is nothing new. One of their main jobs is to conduct financial analyses of companies and other potential investments. However, M&A execution is another story. Let’s explore how a public equity analyst evolves to executing M&A, featuring Greg Stein, Vice President of M&A and Ventures at Xerox, as he shares his experiences.

Interview with:

Greg Stein

Greg Stein, Vice President, M&A and Strategy at Xerox

International business transactions often present unique challenges that are vastly different from local ones. The complexity increases exponentially when these transactions involve mergers and acquisitions (M&A). In this article, Clifford Felig, Partner at Meitar Law Offices, will discuss the challenges of cross-border deals, particularly in Israel, where he had most of his experiences.

Interview with:

Clifford Felig

Partner at Meitar | Law Offices

The intricacies of tax considerations in a merger or acquisition (M&A) transaction cannot be overstated. These considerations play a crucial role in shaping the overall economics and structure of the deal, and can significantly impact the outcome for all parties involved. With expert tax planning and structuring, it is possible to mitigate the tax burden and maximize the benefits of the transaction. In this exclusive interview, Lesley Adamo, Vice Chair of the Tax Group at Lowenstein Sandler LLP, delves into the importance of tax considerations in M&A and provides valuable insights on navigating this complex landscape.

Interview with:

Lesley Adamo

Vice Chair, Tax Group at Lowenstein Sandler LLP

International deals are one of the most challenging transactions to execute. Aside from the complexities of M&A, there are additional hurdles that acquirers must overcome to successfully acquire companies overseas. In this article, we will focus on how to do deals in Latin America and all the challenges that come along with it, featuring Juan Guillermo Castaneda, Senior Advisor to SKG CEO.

Interview with:

Juan Guillermo Castaneda

Former Senior Advisor to SKG CEO

Too often, M&A involves a larger entity acquiring a smaller business. Only a few believe that a merger of equal can be possible, especially considering the power struggle between the two companies. However, a merger of equals can be a powerful strategy that could unlock tremendous value and opportunities for growth if done right. This article explores the path to successful equal mergers featuring Scott Crofton, Partner at Sullivan & Cromwell LLP.

Interview with:

Scott Crofton

Partner at Sullivan & Cromwell LLP

In today's highly competitive business landscape, companies are constantly looking for ways to enhance their capabilities and maintain their edge. With so many competitors in the market, how can a company stand out and reduce customer churn? In this article, Brian Matthews, CEO at ITEL, discusses his value chain ecosystem approach that can drive business stability and growth.

Interview with:

Brian Matthews

CEO at ITEL

In big companies, some business units may not perform well and might be overlooked. It can be helpful for the company to find a more suitable owner for these units. At the same time, buyers can take advantage of these opportunities to improve their businesses and maximize their potential. In this article, we will explore the experiences of Josh Covey, a successful CEO, acquirer, and investor, and Matthew Davidge, co-owner of NBC Affiliate WVNC, as they buy and develop these businesses with the goal of exiting in the future.

Interview with:

Joe Covey

Advisor at Bluestream Health

Matthew Davidge

Co-Owner of the NBC Affiliate WVNC (Watertown, NY)

There are many different reasons why companies buy other entities. Traditionally, acquirers have focused more on the financial aspect of the target company. However, experience has shown that not all acquisitions are the same, and must be executed properly against their strategy. In this article, we discuss how to execute product-based acquisitions featuring Andrew Morbitzer, VP/Head of Corporate Development at Typeform.

Interview with:

Andrew Morbitzer

VP/Head of Corporate Development at Typeform

In this article, Nate Lemmerman, Senior Vice President of Corporate Development at Cast & Crew, shares his experience and tips on how to build your M&A muscle.

Interview with:

Nate Lemmerman

Senior Vice President, Corporate Development at Cast & Crew

Mergers and acquisitions (M&A) is a long and tedious process filled with challenges and surprises that could harm the acquiring company or destroy the deal altogether. To ensure a successful transaction, it's crucial to identify and overcome these hurdles. In this article, we'll discuss the most common M&A challenges and the best approach to overcome them, featuring Ritika Butani, Head of Corporate Development at Toast.

Interview with:

Ritika Butani

Head of Corporate Development at Toast

M&A is inherently risky, but the rewards of a successful deal can exponentially grow a company overnight. There are many things to consider before closing a transaction, and big companies are finding new deal structures to minimize risks when doing acquisitions. In this article, Finn Haley, SVP of Corporate Development at Edwards Lifesciences, discusses the build-to-buy option structure they use in the healthcare industry.

Interview with:

Finn Haley

SVP, Corporate Development at Edwards Lifesciences

M&A activity has definitely slowed down. Due to economic uncertainty and high-interest rates, companies are hesitant to expand during these times. In addition, executing deals has also become more difficult due to regulatory changes, especially in the tech industry. In this article, Mark Legaspi, Director, Legal - Corporate at LinkedIn, discusses key regulatory considerations for M&A in the current market.

Interview with:

Mark Legaspi

Director, Legal - Corporate at LinkedIn

Acquiring companies can be extremely rewarding if done right. To be proficient in M&A, a dedicated function must be established for continuous improvement. As the M&A function evolves, it increases the chances of deal success and value creation. In this article, David Hindley, VP of Corporate Development at Autodesk, shares his journey on how he evolved an M&A function from scratch.

Interview with:

David Hindley

VP of Corporate Development at Autodesk

M&A integration is usually made up of checklists that outline the step-by-step agendas and milestones to successfully integrate the acquired company. But during integration, things don’t always go as planned, and teams must be able to pivot and adapt to the ever-changing needs of the project. In this article, Staci van Schagen, Head of M&A Integration & Disentanglement at Philips, shares her ways on how to thrive in times of change with flexibility in integration planning.

Interview with:

Staci van Schagen

Head of M&A Integration & Disentanglement at Philips

Selling a business can be a complex and daunting process. The key to a successful exit lies in implementing best practices that have been proven effective by industry experts. In this article, we'll outline some valuable insights from Jeff Wald, Co-founder of Bento Engine, on how to maximize the potential of a business during the exit process, engage investors effectively, and conduct confirmatory due diligence. By following these guidelines, entrepreneurs and business owners can be better prepared to navigate the challenges of selling a business.

Interview with:

Jeff Wald

Co-founder of Bento Engine

In this article, Brent Campbell, Vice President of Corporate Development and Strategy at Alight Solutions, discusses how to focus on integration as a corporate development professional.

Interview with:

Brent Campbell

Vice President of Corporate Development and Strategy at Alight Solutions

Cultural fit has become increasingly, as more companies are embracing diversity and inclusion, and acquirers must mitigate cultural differences early on during post-close integration. When two companies fit together, people are more likely to be productive and satisfied with their work. In this article, Klint Kendrick, HR and M&A Leader, gives us a view on the HR practitioner’s guide to cultural integration in M&A.

Interview with:

Klint Kendrick

Chair of the HR M&A Roundtable and Former HR M&A Leader at Oracle & Boeing

Deals and even negotiations can’t be done without a proper company valuation. Valuation is a fundamental process that helps determine the true worth of a company, providing a solid foundation for negotiations between parties. But valuations are not always objective, and there are a lot of factors that can impact them. In this article, PJ Patel, Co-CEO & Senior Managing Director at Valuation Research Corporation (VRC), discusses current valuation trends and working with earnouts.

Interview with:

PJ Patel

Co-CEO & Senior Managing Director - VRC

A roll-up is a powerful deal type that involves acquiring multiple smaller companies to combine them into a large entity. When properly carried out, these strategic actions can significantly increase shareholder value and set up companies for record-breaking development. In this article, we have the privilege of hearing from Sam Youssef, Founder and CEO at Valsoft Corporation, a company that has experienced explosive growth through multiple roll-ups.

Interview with:

Sam Youssef

Founder and CEO at Valsoft Corporation

In today's ever-evolving business landscape, companies need to stay ahead of the curve by constantly innovating. One way they can achieve this is through acquiring smaller companies, which can provide access to game-changing technology, bridge knowledge gaps, and accelerate growth. However, acquiring smaller companies comes with its own set of challenges. In this article, we explore the intricacies of smaller deals with Kevin Griffin, Executive Director of Corporate Development at JLL.

Interview with:

Kevin Griffin

Executive Director, Corporate Development at JLL

Losing key people is one of the most significant value leaks in M&A. Acquirers must focus on the employee experience to retain as many employees as possible. This article will discuss how to execute a people-focused integration featuring Marilyne H. O'Hara, Global Head of M&A Integration at Block.

Interview with:

Marilyne H. O'Hara

Global Head of M&A Integration at Block

Acquiring startups is a common strategy employed by large companies to drive growth and innovation. However, preserving the unique qualities and strengths of startups within the framework of a larger corporation can prove challenging. In this article, Nadia Gil, Chief of Strategic Planning and Corporate Development at Brady Corporation, offers insight into how to effectively preserve startups during the acquisition process.

Interview with:

Nadia Gil

Chief of Strategic Planning and Corporate Development at Brady

Companies can execute successful mergers and acquisitions without corporate development. In this article, we explore insights provided by Michael Farlekas, the CEO at E2open, who has executed 14 deals without a dedicated corporate development team.

Interview with:

Michael Farlekas

CEO at E2open

Day one in M&A is a critical juncture for both the acquiring company and the target company. This is the day when the deal is officially closed and the two companies become one entity. Day one involves a lot of planning and coordination between the two companies to ensure a smooth transition. In this article, Chris Evans, former Head of CorpDev Integration at Amazon, discusses how to set up day one for success.

Interview with:

Chris Evans

Former Head of Corporate Development Integration at Amazon

As the business world shifts towards a more environmentally and socially conscious approach, the significance of sustainability in M&A has become increasingly prominent. In light of this, companies are now considering the environmental, social, and governance (ESG) initiatives of their target companies before making any acquisitions. In this article, we explore the importance of sustainability in M&A and how to perform sustainability diligence, with insights from Sarah Thuo, Chief Operating Officer of IBM Sustainability Services.

Interview with:

Sarah Thuo

Chief Operating Officer of IBM Sustainability Services

M&A is a game-changing tool that can propel a company's growth several years ahead of schedule. In this article, Michael Nov, the Head of Corp Dev & Chief of Staff to the CTO at OwnBackup, shares valuable insights on how to set up M&A for hyper-growth companies.

Interview with:

Michael Nov

Head of Corporate Development & Chief of Staff to the CTO at OwnBackup

The go-to-market (GTM) integration strategy has a large impact on revenue generation and overall deal success. Integration can be very disruptive to the customers, but if done right, it can enhance the customer experience and acquisition results. In an exclusive interview, Pat Belotti, VP of Corporate Development Integration at Zendesk, delves into the intricacies of GTM integration and offers valuable insights on how to approach it.

Interview with:

Pat Belotti

M&A Integration Expert, previously at: Cisco, Microsoft, Zendesk

M&A integration in tech has changed quite a bit over the last twenty years. Integration has evolved from integration volunteers, to large teams with detailed tracking, to dedicated teams and Agile approaches. In this article, Pat Belotti, VP of Corporate Development Integration at Zendesk, delves into the evolution of integration.

Interview with:

Pat Belotti

M&A Integration Expert, previously at: Cisco, Microsoft, Zendesk

Integration needs to be thought out, but executed quickly. In this interview, Windy Nicholson, Technology Leader for Mergers and Acquisitions at Salesforce, discusses how to improve IMO for efficiency. In addition to having a competent team, there are additional strategies that can be implemented to improve an IMO for efficiency. This article will explore some of these strategies, with insights from Windy Nicholson, the Technology Leader for Mergers and Acquisitions at Salesforce.

Interview with:

Windy Nicholson

VP Technology and Product, Mergers and Acquisitions Integration at Salesforce

Managing a deal from start to finish requires a strategic approach and the ability to navigate the nuances of each phase. In this second part of our series on how to manage deals from strategy to closing, Andy Wijaya, Senior Director of M&A at KLA, delves deeper into the specific steps and considerations involved in the process.

Interview with:

Andy Wijaya

Senior Director, M&A at KLA

Managing M&A can be a daunting task, especially for those in charge of overseeing the entire process. In this article, Andy Wijaya, Senior Director of M&A at KLA, shares his insights on how to effectively manage deals from strategy to closing in M&A.

Interview with:

Andy Wijaya

Senior Director, M&A at KLA

Acquisitions are not the only way companies can achieve growth. Partnerships are a great way for organizations to grow their organic growth capabilities. This article will discuss alternative strategies to accelerate growth featuring Yvanna Perez-Morel, Sr. Director of Corporate Development at Ulta Beauty | Managing Director at Prisma Ventures.

Interview with:

Yvanna Perez-Morel

Yvanna Perez-Morel, Sr. Director of Corporate Development at Ulta Beauty | Managing Director at Prisma Ventures

Establishing strong connections with a target company is essential in M&A. Securing deals can be challenging, but a strategic approach can result in mutually beneficial outcomes. Join us for the third session of our 'Conversations to LOI' series, featuring Michael Frankel, Founder and Managing Partner of Trajectory Capital, as he shares his approach to deal-making.

Interview with:

Michael Frankel

Founder and Managing Partner of Trajectory Capital

In order for an M&A process to be successful, there must be effective governance in place. Governance is used to manage risks, and ensure that key stakeholders are well-informed and able to provide appropriate oversight throughout a transaction. In this article, Guy Fisher, Head of Corporate Development at Suncorp Group, shares his expertise in setting up M&A governance for efficiency.

Interview with:

Guy Fisher

Head Of Corporate Development at Suncorp Group

Acquiring a company is complex and challenging, and in some instances, unnecessary. If buyers only need the people inside of a target company, they can do an acquihire instead of a traditional acquisition To explore this strategy deeper, this article will discuss executing acquihires, featuring Thomas Gorman, Strategy & Corporate Development at Pantheon, and Mark Khavkin, CFO at Pantheon.

Interview with:

Thomas Gorman

Strategy & Corporate Development at Pantheon Platform

Mark Khavkin

CFO at Pantheon Platform

Before buyers and sellers agree to an LOI, there are many informal conversations that happen in the background. Buyers must carefully approach any informal conversations to avoid turning a buyer off while still securing the deal. In this article, Ken Bond, Head of Corporate Development at Cetera Financial Group, discusses the key things to consider during pre-LOI conversations.

Interview with:

Ken Bond

Head of Corporate Development at Cetera Financial Group

Today, there are more than 20 reps and warranty insurance companies. And unlike before, they are now willing to cover the entire suite of reps and warranties to replace the indemnification provisions in a traditional purchase agreement. So are they worth it? Should buyers consider reps and warranty insurance on all their deals? In this article, Gitanjali Pundir, Vice President, Global Corporate Development and M&A at Visa, discusses representations and warranties from a business perspective.

Interview with:

Gitanjali Pundir

Vice President at Visa

In recent years, there has been a surge in using reps & warranty insurance in M&A, especially in private deals. Buyers and sellers can save significant time and money using reps and warranties insurance. This article will discuss how to approach reps and warranties insurance, featuring Josh Holleman, Partner at Cooley LLP.

Interview with:

Josh Holleman

Partner at Cooley LLP

Deal origination requires a well-planned strategy, and starts with informal conversations with a potential target. In this article, Jeremy Segal, Executive Vice President of Corporate Development at Progress, discusses what happens between the first conversation and LOI.

Interview with:

Jeremy Segal

Senior Vice President Corporate Development at Progress

Executing acquisitions without a dedicated function is highly inefficient and would often result in failed deals. Why? Because when a company purely relies on inbound opportunities, they would not get the best deals possible. To be good at M&A, a company needs experience and consistency. This blog will discuss starting up your corporate development function featuring Veena Ramaswamy, Head of Corporate Development at Lemonade.

Interview with:

Veena Ramaswamy

Veena Ramaswamy, Head of Corporate Development at Lemonade

M&A is an excellent tool for growing a company. Still, acquirers should consider a variety of strategies before committing to a transaction. Choosing the right growth approach also dictates any integration plans. This article will talk about executing various strategies and how to get a CEO on board, featuring Rohit Dave, Head of Corporate Development at Block.

Interview with:

Rohit Dave

Head of Corporate Development at Block

Integration is one of the most critical aspects of an M&A to achieve the transaction's desired synergies and value-creation potential. Therefore, acquirers must focus on integration to do well in M&A. In this article, Cara Bibbiani, Senior Director, Corporate Development, M&A Integration at Hewlett Packard Enterprise, discusses how to perform better M&A Integration.

Interview with:

Cara Bibbiani

Senior Director, Corporate Development, M&A Integration at Hewlett Packard Enterprise

Standing up a corporate development function from scratch is a challenging, yet exciting task. And one of the pillars of a successful M&A function is a solid team who can effectively run deals. In this article, Kevin Barnes, Senior Vice President, Corporate Development at Premier Inc., will discuss how to create an M&A team structure.

Interview with:

Kevin Barnes

Senior Vice President Corporate Development at Premier Inc.

Ever wonder how to transition roles in M&A? In this episode of the M&A Science Podcast, Kerry Perez, Vice President, Enterprise Strategy at AMN Healthcare, will discuss her fascinating journey to M&A, during which she experienced a variety of roles. In this article, she will discuss how to transition roles in M&A.

Interview with:

Kerry Perez

Vice President, Enterprise Strategy at AMN Healthcare

A strong deal strategy doesn't guarantee success. Integration is where value is created and must be prioritized immediately. Darrell Heaps, CEO at Q4 Inc., discusses how to tie M&A strategy and integration together.

Interview with:

Darrell Heaps

CEO at Q4 Inc.

Acquirers must execute quickly and efficiently, navigate changes, and preserve the target company's value. This article will discuss accelerating M&A integration, featuring Caroline Jones, Senior Director - Acquisition Success at Cisco.

Interview with:

Caroline Jones

Senior Director - Acquisition Success at Cisco

Integrating an acquired company is one of the most daunting tasks in M&A. Integration never go as planned, but there are things that teams can do to make it much easier for everyone involved. In this article, Don Yakulis, Global Head of M&A Integration at Light and Wonder, discusses the importance of achieving alignment from both teams during M&A integration.

Interview with:

Don Yakulis

Global Head of M&A Integration at Light and Wonder

Achieving revenue synergies should always be a transaction’s top priority. By leveraging the combined customer base of both companies, and combining the marketing and sales efforts, companies can become a much more powerful force in the marketplace. In this two-part M&A Science Podcast episode, James Harris, Principal, Corporate Development Integration at Google, discusses go-to-market integration planning.

Interview with:

James Harris

Principal, Corporate Development Integration at Google

When two businesses merge, the new company's success often depends on how well the go-to-market plan is executed. The combined company inherits the two businesses’ customers, products, and respective sales and marketing channels. If not planned properly, the combined efforts can lead to customer confusion and lost sales. This article goes over go-to-market integration planning, featuring James Harris, Principal, Corporate Development Integration at Google.

Interview with:

James Harris

Principal, Corporate Development Integration at Google

There are three ways large companies can grow their business: build it from scratch, buy it, or gain strategic alignment with other companies through partnerships. However, creating something from scratch is often too long, and M&A is sometimes not an option. When this occurs, there is still a way to leverage someone else's technology for faster growth. In this article, Larry Forman, Senior Manager and head of the ecosystem for Deloitte's New Venture Accelerator, discusses the corporate venture strategy.

Interview with:

Larry Forman

Senior Manager and Head of the Ecosystem for Deloitte’s New Venture Accelerator

Auction processes in M&A are very challenging for strategic buyers. Aside from the inevitable price war, speed is necessary to compete in this environment. However, if done right, corporate development can effectively compete in an auction. This article will discuss how to run an accelerated deal process featuring Kirti Gavri, Head of Corporate Development for Wizeline.

Interview with:

Kirti Gavri

Kirti Gavri, Head of Corporate Development for Wizeline

Selling a business can be challenging for a founder. Regardless of the reasons behind an exit, there are ways to ensure a company's continuity and success. In this article, Tim Wentworth, Retired CEO of Cigna, formerly known as Express Scripts, discusses how to strategize and execute an exit for a team's greater good.

Interview with:

Tim Wentworth

Retire CEO, Evernorth

Creating value through M&A takes work. There are so many steps to take during targeting, diligence, and integration in order to achieve a transaction’s intended synergies. So. how can teams increase a deal’s chances of success? In this article, Hannah Elsakr, Vice President, Corporate Development, M&A Integration at Adobe, discusses executing successful end-to-end M&A.

Interview with:

Hannah Elsakr

Vice President, Corporate Development, M&A Integration at Adobe

The M&A can be highly inefficient, and inefficiency can lead to failed deals. However, some practitioners have figured out how to increase deal success using new work methods. For example, some practitioners have turned to Linkedin as a different way to approach deal origination. This article will explore Linkedin’s bottoms-up deal origination model, featuring their Vice President and Head of Corporate Development, Benjamin Orthlieb.

Interview with:

Benjamin Orthlieb

Vice President and Head of Corporate Development at LinkedIn

Integration is where value is created, therefore, leaving the acquired business in good hands is imperative. This article discusses how to execute an effective M&A integration handoff featuring Keith Crawford, Global Head of Corporate Development / M&A - State Street.

Interview with:

Keith Crawford

Global Head of Corporate Development / M&A at State Street

Strategy execution is one of the most fundamental reasons behind M&A. Acquiring a business and rationalizing the deal afterwards is a quick way to waste time and money. This article will discuss creating an Agile M&A strategy featuring Daniel Gittsovich, Vice President, Corporate Strategy & Development at L3Harris Technologies.

Interview with:

Daniel Gittsovich

Vice President, Corporate Strategy & Development at L3Harris Technologies

This interview is part two of our M&A Science podcast interview with Frederic Lebourg, CEO & Managing Director at Redlands Farm Holding, Inc. During this interview, he discusses how to prepare a company for an acquisition.

Interview with:

Frederic Lebourg

CEO & Managing Director at Redlands Farm Holding, Corp.- a Subsidiary of the Bollore Group

There are many reasons why an owner sells their business. Before talking to an actual buyer, potential sellers need to prepare their business in order to maximize value. This is the first of a 2-part article of “Sell-Side Behind-the-Scenes'' where Frederic Lebourg, CEO & Managing Director at Redlands Farm Holding, Inc., discusses how to prepare a company for acquisition.

Interview with:

Frederic Lebourg

CEO & Managing Director at Redlands Farm Holding, Corp.- a Subsidiary of the Bollore Group

The M&A auction process creates competition among potential buyers and drives prices up. In most cases, proactive acquirers tend to avoid these types of transactions, but buyers can also initiate and create their own auction process. In this article, Atul Tiwary, Vice President of Corporate Development at Barracuda, talks about the reverse auction process in M&A.

Interview with:

Atul Tiwary

Vice President of Corporate Development at Barracuda (NYSE: CUDA)

When acquiring another company, there is always the potential that layoffs will need to take place to streamline the new organization. Of course, letting people go is never easy, but there are ways to do it properly to minimize damage to the individuals and the company's reputation. In this article, Evelyn De la Cruz, Head of North America Administrative Operations at Spencer Stuart, discusses how to properly lay off people during an acquisition.

Interview with:

Evelyn De la Cruz

Head of North America Administrative Operations at Spencer Stuart

Proactive M&A is not easy. Proactive M&A requires keeping tabs on multiple companies, reaching out to them directly, and convincing owners to sell their businesses to strangers.Yet, the ability to tackle all of these actions are what make a great corporate development team. In this article, Andrew Whitcomb, Sr Director, Strategy, Corporate Development, M&A at Builders FirstSource, shares how to approach deal targets.

Interview with:

Andrew Whitcomb

Sr Director, Strategy, Corporate Development, M&A at Builders FirstSource

When two companies merge together, there will be overlaps that result in winding down functions. But what happens when there are two functions that perfectly complement each other? This article will talk about how AMD acquired Xilinx and how to introduce M&A to a large company, featuring Jeff Henig, Vice President, Corporate Development at AMD, and Dan Menge, Head of M&A Integration at AMD.

Interview with:

Jeff Hennig

Vice President, Corporate Development at AMD

Dan Menge

Head of M&A Integration at AMD

Corporate carve-outs are one of the most challenging transactions to execute. Yet, with all of its complexities, Sam French, M&A integrations and Separation Specialist, managed to pull off three carve-outs simultaneously. This article will discuss her experience and best practices.

Interview with:

Sam French

M&A Integrations and Separations Specialist at The Virtual Services Company

Carve-outs are incredibly complex. Buying a small part of a target company brings many challenges and can be even more complicated if the acquirer is carving out a public company. In this article, Liz Lockhart, Senior Director (PMO) and Training at Smarsh, shares her first experience and lessons learned in carving out a competitor.

Interview with:

Liz Lockhart

Sr. Director, PMO, Training and Business Applications

Mergers and acquisitions are a critical part of any business, yet they can be very risky. Therefore, a clear strategy is necessary for deal success. A well-planned deal strategy enables companies to proactively source deals rather than be reactive. Without the right target, what is the point of M&A? In this article, Mike Kryza, Head of Corporate Development at the Guardian Life Insurance Company of America, discusses formulating an M&A strategy for proactive sourcing.

Interview with:

Mike Kryza

Head of Corporate Development at The Guardian Life Insurance Company of America

M&A doesn't end at closing the deal. The deal's success relies heavily on how well the acquirer can integrate the target company. Revenue synergies are one of the most important - but also one of the hardest - things to achieve during integration. When two companies come together, their products and services often overlap, and it can be challenging to figure out how to market them as one company. This article discusses how to realize go-to-market synergies featuring Karen Ashley, Vice President, Corporate Development Integration at Cisco.

Interview with:

Karen Ashley

Vice President, Corporate Development Integration at Cisco

M&A is one of the fastest ways to grow a company. However, first-time acquirers often find it difficult to buy companies due to a lack of experience and reputation. In this article, Willy Walker, Chairman, and CEO of Walker & Dunlop, Inc, discusses how to convince people to sell their business.

Interview with:

Willy Walker

Chairman and CEO of Walker & Dunlop, Inc (NYSE: WD)

Culture is one of the biggest M&A killers of all time. Bringing culture to the forefront of transactions can help increase deal success. Let’s learn proactive deal sourcing with culture in mind from Lisa Marchese, Head of Corporate Development at American Express.

Interview with:

Lisa Marchese

Head of Corporate Development at American Express

The sales operation is the cornerstone of every business. Without it, companies would not have revenue. In this article, Richard Dunkel, Global Head of Field Enablement at Celonis, discusses how to improve the sales function during integration.

Interview with:

Richard Dunkel

Global Head of Field Enablement at Celonis

An effective M&A onboarding process post-close can dictate employee retention. But what's even more important is retaining the acquired company's leadership. This article will discuss lessons learned from leadership onboarding with Kim Jones, HR Director M&A at Microsoft.

Interview with:

Kim Jones

SR. HR M&A Manager and SR. HR Manager XBOX at Microsoft

The best time to plan an exit is when times are good, not in a desperate situation. The longer the prep time, the higher chances of success. This article talks about how to build an exit strategy featuring Touraj Parang, President & COO of Serve Robotics.

Interview with:

Touraj Parang

President & COO of Serve Robotics

Every company wants to evolve and grow its business, and M&A is one of the fastest and most powerful ways to do it. If done correctly, it can transform an organization overnight. But it all starts with a sound M&A thesis. Without it, acquirers could waste time, money, and opportunities. In this article, Siran Tanielyan, SVP, Corporate Development at Paramount, will discuss developing an M&A thesis

Interview with:

Siran Tanielyan

SVP Corporate Development at Paramount

Leadership alignment is one of the most underrated aspects of M&A. But without leadership alignment, there will be confusion regarding what the company will represent post-close and what needs to be integrated. The company will be left with an inconsistent narrative and messaging, which leads to retention issues. This article discusses leadership alignment and creating a GTM strategy for successful deals, featuring Cole Breidenbach, VP, M&A Integration & Strategic Initiatives at Okta.

Interview with:

Cole Breidenbach

Head of M&A Integration, Corporate Development and Director, Business Value Consulting at Okta

Corporate development is more than just doing M&A. Sometimes, acquiring a company isn't the best way to achieve the organization's growth strategy. There are a variety of approaches to accelerating a business that requires extra analysis and planning. This article will discuss growing beyond M&A with Christina Ungaro, VP, Head of Corporate Development at Wind River.

Interview with:

Christina Ungaro

VP, Head of Strategic Alliances & Corporate Development at Wind River

Integration is one of the most challenging and crucial parts of M&A. It requires a complete understanding of the parent company and the newly acquired business. If done right, it will allow acquirers to capture intended synergies and maximize the value of their transaction. It is why having a dedicated integration function can be extremely valuable to an organization. Let's all learn how to stand up an IMO function with​​ Joshua Zatkin-Steres, Head of M&A Integration at Zuora.

Interview with:

Joshua Zatkin-Steres

Head of M&A Integration at Zuora

M&A is one of the most powerful tools to transform your business instantly. If done right, your organization will reach new heights that otherwise would not have been possible. Before you can reap its benefits, you must build a good M&A function. In this article, Bani Bedi, SVP, Head of Corporate Development, Strategy, and Monetization at Smartsheet, shares the secrets to building an M&A function.

Interview with:

Bani Bedi

Senior Vice President at Smartsheet

Finance is arguably the most critical part of the due diligence process. Almost every transaction comes down to the numbers unless it's a pure IP deal. Conducting effective financial diligence in M&A is crucial to every acquisition's success. This article tackles the basics of financial diligence featuring Amr Abdelaziz, Senior Director, M&A Finance at Equinix.

Interview with:

Amr Abdelaziz

Senior Director - Global M&A & Strategy Finance at Equinix

Strategy is a crucial part of a M&A. Without it, acquirers may end up purchasing companies that compromise their time and resources. This article will discuss developing strategy with business leaders, featuring Michael McDonald, Director, Strategy at Koch Engineered Solutions.

Interview with:

Michael McDonald

Director, Strategy at Koch Engineered Solutions

In M&A, most acquirers don't like a competitive process. However, competitive processes are almost inevitable as sellers are looking to maximize the value of their company. This article will discuss how to engage in a competitive M&A market, featuring Tyler Rodewald, VP, M&A at EIS Holdings.

Interview with:

Tyler Rodewald

VP, Mergers and Acquisitions at EIS Holdings

Revenue synergies are one of the most challenging metrics to achieve during integration, but are also the primary reason companies buy businesses. In this article, Joe Heel, Chief Revenue Officer at Zebra Technologies, talks about capturing revenue synergies.

Interview with:

Joachim Heel

Chief Revenue Officer at Zebra Technologies

Deal failure can often be tied back to a lack of communication and collaboration. Let's discuss architecting communications for successful integration featuring Emma Barton, Director, Alliance and Integration Management at AstraZeneca.

Interview with:

Emma Barton

Director, Alliance and Integration Management at AstraZeneca

Culture and employee retention are two of the most important aspects of any transaction. But for some reason, many teams often ignore the importance of the HR team. Failure to understand the target company's people and culture will result in a higher likelihood of failure. This article will explore HR's partnership with corporate development in M&A with Jeremy Segal, Executive Vice President, Corporate Development at Progress.

Interview with:

Jeremy Segal

Senior Vice President Corporate Development at Progress

In M&A, time is the enemy. The longer a deal takes to close, the more risks it poses for both parties. This article talks about risk allocation between signing and closing an M&A deal with the help of Brett Shawn, Senior Vice President, Assistant General Counsel at Warburg Pincus LLC.

Interview with:

Brett Shawn

Senior Vice President, Assistant General Counsel at Warburg Pincus LLC

How early should M&A lawyers become involved in a transaction? Understanding what they do is crucial to answering this question. In this article, Felipe Heiderich, Senior Counsel at Moderna, discusses the importance of lawyers in M&A and their role throughout the deal lifecycle. 

Interview with:

Felipe Heiderich

Senior Counsel at Moderna

Go-to-market integration is more than just combining the sales and marketing teams. In this article, Dustin Delewski, Director of M&A Integration Management at Cardinal Health, gives a comprehensive view of how you can dissect your GTM for successful integration.

Interview with:

Dustin Delewski

Director of M&A Integration Management at Cardinal Health

More often than not, M&A involves go-to-market integration. After all, companies are bought to achieve revenue synergies in new markets. In this article, Massimo Malizia, Director of Corporate Development Integration at Cisco Systems, talks about overcoming the challenges of go-to-market integration.

Interview with:

Massimo Malizia

Director Corporate Development Integration at Cisco Systems

The more activity, the bigger the corporate development function should be. In this article, learn how to scale a corporate development function. Saurabh Tejwani, Vice President, Corporate Development and Business Operations at GoPuff.

Interview with:

Saurabh Tejwani

Vice President, Corporate Development and Business Operations at Gopuff

Acquiring a public company is easier and better than acquiring a private company. This article will discuss the nuances of buying public companies featuring Pranjal Gambhir and Doretta Mistras, Managing Director - Global Investment Banking, Healthcare at Citi.

Interview with:

Pranjal Gambhir

Managing Director, Global Investment Banking, Healthcare at Citi

Doretta Mistras

Managing Director, Global Investment Banking, Healthcare at Citi

How well an acquired business is integrated will determine the transaction's success. In this article, Gene Hugh, Chief Financial Officer at Procure Analytics, and John Morada, COO at M&A Science + DealRoom, will discuss how to successfully execute an integration plan.

Interview with:

Gene Hugh

Chief Financial Officer at Procure Analytics

John Morada

COO at M&A Science + DealRoom

Change management is one of the most crucial parts of M&A. When you don't plan for it; value creation is in jeopardy. Helping us understand how to deliver effective change management in M&A is Michael DeVita, Business Value Advisor at Salesforce.

Interview with:

Michael DeVita

Success Strategy Lead at Salesforce

Corp dev plays a huge role in selling a business, but the legal team also plays a crucial role. In this article, Andrew Gratz, Chief Privacy Officer, and Associate General Counsel at LyondellBasell, talks about what a divestiture looks like from a legal perspective.

Interview with:

Andrew Gratz

Associate General Counsel at LyondelBasell

Companies have been dressed up for sale and are under-invested for profit maximization and growth. According to Rishabh Mishra, Vice President and Head of Corporate Development at Infostretch, buying companies that are not for sale is the most lucrative acquisition you can do.

Interview with:

Rishabh Mishra

Vice President and Head of Corporate Development at Infostretch

In order for M&A to be effective, you have to be proactive. It is a great tool and should be a part of your growth strategy. Sabeeh Khan, Director of Corporate Development at Infoblox, talks about effective deal sourcing through market mapping in this article.

Interview with:

Sabeeh Khan

Director, Corporate Development at Infoblox

Selling your business is the most significant transaction of your life, and it is vital that you know what you're doing before you put your company up for sale. Proper preparation is key to selling a business. In this article, Adam Coffey, Founding Partner of CEO Advisory Guru LLC, discusses the basics of sell-side M&A.

Interview with:

Adam Coffey

Founding Partner CEO Advisory Guru LLC

M&A deals don’t just fall from the sky. Proactively sourcing deals is the best way to approach M&A, and in this article, Jeremy Segal, EVP, Corporate Development at Progress, teaches us how to source deals and build your pipeline.

Interview with:

Jeremy Segal

Senior Vice President Corporate Development at Progress

Online education is not new. But because of the pandemic, the entire educational sector was forced to shift in this direction, increasing competition. In this article, Tom Horton, SVP of Corporate Development at Kaplan, Inc., will talk about how M&A strategy evolves in education technology.

Interview with:

Tom Horton

Senior Vice President of Corporate Development & Strategy at Kaplan, Inc.