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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
M&A is a fascinating industry with no clear blueprint on how to get in. Kayla Davis, Vice President, Head of M&A at ABM Industries, came from accounting to an M&A Career, and in this article, she will share her journey and key lessons learned along the way.
Traditionally, corporate development professionals come from banking roles. And while nothing is wrong with that, it is always fascinating to hear other ways that professionals start their careers in M&A. Sharing his career development in M&A is Caleb Shafer, Corporate Development Associate at RS Group plc.
Implementing your GTM Strategy is one of the most crucial parts of integration. Learn all the challenges of implementation featuring Hannah Leung, Senior Manager, M&A at Salesforce.
While some companies bring the integration team in the diligence process, some take it even further. In this article, Jim Buckley, Vice President, Mergers and Acquisitions Integration at VMware, talks about how to run an integration-led confirmatory diligence process.
Too many times, we've seen M&A used as a strategy to grow businesses. But in fact, M&A is not a strategy, it's a tool that organizations should use to achieve their corporate strategy. And once you understand your true north, having an M&A strategy is just as important. In this article, we will learn how to formulate an M&A strategy with Matt Arsenault, VP of Corporate Development at Jamf.
The importance of integration has never been more prevalent. And standing up a dedicated function to oversee integration is becoming more of a necessity as a company grows more prominent. Having an integration management office (IMO) might be a good idea for your company. But how do you stand up to such a function? Shedding light on this matter is Ian Burk, EVP of integration at Upland Software, as he talks about how to stand up an IMO.
From zero revenue to a billion-dollar market capitalization, Upland Software has been able to grow its business through M&A acquisitions exponentially. Learn from Austin Woody, Senior Vice President of M&A and Corporate Development at Upland Software.
With so many companies out there, how do you know who to approach as your M&A targets? Helping us how to tie deal origination to strategy development is Scott Hile, Senior Director, Corporate Strategy & Development at Enviva.
An M&A transaction can be an expensive mistake, but a solid strategy allows you to pick the right targets and pursue them proactively. Learn from Sreepathy Viswanathan, Chief Corporate Development Officer, HGS Healthcare, on how to build a great M&A strategy.
In a highly fragmented industry, roll-ups are one of the most effective ways to grow a business. Daniel Burseth, Vice President at Eckhart, Inc., has bought and integrated six companies in the last few years. In this article, he will be sharing how they roll-up small manufacturing companies.
During any M&A transaction, disagreements between the buyer and the seller are quite common, especially regarding the purchase price. The seller usually expects a higher price with their best interest in mind, and the buyer normally wants to pay a lower price.
Integration is arguably the most important part of any acquisition. The ROI of your deal is purely based on how well you integrate the acquired company into your organization. And while that is true, integration is also the most challenging part. You need to combine two different companies and make it into one big company.
Are you looking to pivot into an M&A integration career? Over the past decade, the importance of integration has become more prevalent. Practitioners have realized a well-planned integration is how value is achieved. However, the role and the skills needed for integration leaders remain the same. In this article, John Morada, COO at M&A Science, will be sharing how to begin an M&A integration career, and the essential skills needed for the role.
How you approach negotiations can determine the success of the overall transaction and your future relationship with the other party. In this article, Larry Forman, Senior Manager at Deloitte, helps us understand how to approach M&A negotiations to increase deal success.
Is your company’s M&A process out of date? Learn from Naomi O’Brien, Head of M&A Integration at Honeywell, as she talks about modernizing a process-based company.
The majority of Corporate Development involves their integration team a couple of weeks before closing the deal. And while this is good practice, it’s not the best. According to Kerry Perez, Head of M&A at AMN Healthcare, there is a real benefit in involving your integration team earlier than that.
Acquiring additional capabilities is one of the best ways to do M&A. You can improve your existing offers to your customers and gain access to new markets and demographics. Zoominfo is the go-to-market intelligence platform that helps organizations identify and connect with consumers. In this article, Zoominfo’s founder and CEO Henry Schuck, will help us learn how to acquire additional capabilities.
In a typical M&A transaction, two different people are leading the deal team and the integration efforts. But what happens when one person is tasked to do end-to-end M&A? Tomer Stavitsky, Corporate Development, M&A Lead at Intuitive Surgical, leads diligence and integration in his organization. In this article, he discusses how he ensures his acquisitions are successful from start to finish with the right governance structure.
In December 2018, Cigna bought Express Script for $67 Billion, ranked as the 35th largest M&A deal of all time. So what made the deal so successful? Let's find out in this interview.
Selling your business is not always easy. The longer it has been a part of your life, the more attachment you have with it and the people. The decision to pull the trigger comes with a lot of complexities, especially for most entrepreneurs, as it could be the biggest transaction of their lives. Sharing his experience and the intricacies of sell-side M&A is Noah Waisberg, Co-Founder & CEO of Zuva, as Litera just acquired his company Kira Systems.
More and more companies are starting to look at inorganic growth to ramp up their companies immediately. M&A is a tool to achieve your strategy and it starts with hiring your head of corporate development. With the help of Charles Breed, VP of Corporate Development at Corel Corporation, let's all learn how to hire your corporate development that fits into your M&A strategy.
After over 100 podcast interviews, we have collected over 40 lessons learned from top practitioners worldwide. And in those lessons, we saw a recurring theme , creating a better people experience in M&A is key to a successful transaction. So how do we do it? Let’s all learn from the HR expert, Klint Kendrick, Chair of the HR M&A Round Table.
Creating a go-to-market plan is one of the first things to do during an acquisition. When you don't have a clear GTM strategy before the deal is closed, you won't know what systems you need in place, and what people skills are required to make your combined product work. In this interview, Gwen Pope, Head of Global Product M&A at eBay, will help us understand how to make an M&A GTM successful.
The markets change all the time, and the M&A industry is no exception. Especially with COVID-19, changes in the market have been crazy these past years. Helping us understand the M&A market trends from a banker's perspective is Kunal Jain, Director, at William Blair Health Care Investment Banking.
With all the fear and uncertainties in an M&A deal, employees need a strong leader. Harry Kraemer, Jr, Professor of Management and Strategy at Kellogg school of management, believes that effective leadership can overcome change management challenges.
M&A practitioners love to go into details. And while that could be beneficial, it doesn’t often help with team alignment. According to Jim Buckley, Vice President, Mergers and Acquisitions Integration at VMware, keeping integration simple is the real key to success.