Introduction: I’ll ask you to tell us what you do in a sentence or two.

* Director Corp Dev at SunEdison

* Integration of acquired companies in NA

* Setting up global shared services center.

You’ve worked as a consultant at one of the large global consulting firms and ‘in-house’ on M&A with a very fast moving corporate player. Can you compare the two environments?

* 8 - 9 years on PwC on audit side.

* Exposure into non-account work and he saw that he couldn't 'speak the language' of other parts of the business.

* swimming pool - swims the whole pool.

Consulting vs. in-house?

* Mind set is very different. Serving in a client service role objectives are a little different. At the end of the day in house you'll still be here. As a consultant, that might not be the case. Your companies name is attached to it, not your own.

* There's a higher level of accountability building the house that you have to live in.

* Drive of the people in consulting is different. In corporate, you'll see different motivations, not necessarily all on the same page.

Contrast the differences.

* Leading by influence. Getting everyone on the same piece of music. Easier at a consultant.

For the last several years, you’ve been focused on M&A activities. Can you give us some context of the work you’ve done…

* Merger and integration.

* Buys two types of companies - those with people, those without.

* FirstWind Deal - entire company - 250 people

* Projects

* Split between finding deals and integrating them.

* Buying a company isn't easy. Making it work is also difficult. Can't just throw it over the wall and expect them to coexist.

As you’re looking at a possible acquisition, when do you typically get involved?

* doesn't work very well to bring in an integration team too close to the deal being done.

* Should all tie into the valuation model. Need someone who can see the synergies and help with valuation.

* When you bring everyone into the game early and get buy in on a road map for integrating the two entities - cost savings, new business, etc.

For those of us on the outside looking in, give us a sense of the work that’s gone into an acquisition before any news becomes public?

* Typical lifecycle: NDA

* Diligence & preliminary term sheet

* Sign a PSA, purchase and sale agreement

* Sign to close varies

Once your team has settled in on the idea that a specific transaction will go through, what are you looking for within the firm to maximize the value of this acquisition?

* You can either save $ or drive more $

* Cost savings:

* Business A isn't going to do something anymore - may also cost rev.

* Duplicative back office functions

* Complementary supply chains

* Revenue Side:

* Cross-sell or up-sell to current customer lists

* Partnerships

* Technologies each company may have

* Sometimes you're betting on the future of a technology paying

There’s likely a significant value factor – the business model, horizontal / vertical integration, specific book of business. I’d imagine in every transaction, there’s one big value driver. Is that right, or am I missing something?

* Is there a theme associated with it.

* FirstWind: Wanted to get into wind. Directionally, it was about getting into wind. Also sub-components.

The audience for this podcast are ambitious corporate professionals. What one piece of tactical – go implement today – advice do you have for this group?

* Everything needs to drive some kind of value.

* On a macro level that may take months

* On a daily level - you need to know what you're doing that will drive the highest value.

* What is the highest and best use of your time.

What’s your favorite business book?

* Coopitition, Game Theory, 3D negotiations.

* Dale Carnegie, How to Win Friends and Influence People

Tell Chris thank you on LinkedIn.