How to Successfully Build a Corporate Development Function
What it Takes to Create a Corporate Development Function from Scratch
“The M&A cycle can sometimes ebb and flow, so there will be times where you have plenty of deals… And then times where they’re a little quiet. You have to staff your group appropriately so people are always busy and not sitting around waiting for the next deal to happen.”
Nichelle Maynard-Elliot is a corporate M&A Executive, public company board member, and corporate dealmaker with over 20 years of financial and legal experience in M&A business development and strategic partnerships at Fortune 300 multinational corporations and top-ranked international/boutique law firms. She’s a highly experienced corporate attorney lawyer, focusing on mergers and acquisitions.
In this episode, they discuss how to build a corporate development function start to finish. Nichelle gives advice based on her decades of experience on what to expect when creating such a function. Learn best practices for hiring an effective team, how to start building out a corporate development team, and when to promote internally versus sourcing externally.
“You want to have limits of authority that are absolutely in place so you don’t get to a situation where a CEO can make a unilateral decision on whether this particular acquisition is the best opportunity for the company.”