M&A Science

Had a great interview last week with Ajit Sane, Director IT M&A at Agilent Technologies. Ajit is an M&A professional with multiple years of experience in leading acquisitions, integrations and divestitures. Our topic of discussion is how to wind a business down with minimal customer and people disruption.

Some topics we covered include the planning behind a wind down, challenges you can expect, and protecting your assets. Ajit reminds the audience your company's biggest assets are your employees and your customers, so it's important to prioritize them.

Had a great interview last week with Ajit Sane, Director IT M&A at Agilent Technologies. Ajit is an M&A professional with multiple years of experience in leading acquisitions, integrations and divestitures. Our topic of discussion is how to wind a business down with minimal customer and people disruption.

Some topics we covered include the planning behind a wind down, challenges you can expect, and protecting your assets. Ajit reminds the audience your company's biggest assets are your employees and your customers, so it's important to prioritize them.

In this episode, we're sharing an interview we had in our M&A virtual conference that talks about how to modernize IMO, and building a synergy plan that actually delivers. This interview was hosted by Jonathan Shiery, Director at Guidehouse, with the guest panel Bill Clarkin, Head, M&A at BMO Financial Group.

They discuss the seven principles you should follow in order to modernize IMO including flexibility, the importance of documentation, and setting a hard deadline. Learn from their extensive and impressive backgrounds and hear about experiences they've learned from that you can avoid.

In this episode, we're sharing an interview we had in our M&A virtual conference that talks about how to modernize IMO, and building a synergy plan that actually delivers. This interview was hosted by Jonathan Shiery, Director at Guidehouse, with the guest panel Bill Clarkin, Head, M&A at BMO Financial Group.

They discuss the seven principles you should follow in order to modernize IMO including flexibility, the importance of documentation, and setting a hard deadline. Learn from their extensive and impressive backgrounds and hear about experiences they've learned from that you can avoid.

Last week was a great interview with Neil McNamara, Co-founder of Virtas Partners, which is an advisory firm specializing in preparing companies financially and operationally for M&A. The topic of discussion is how to plan divestiture from an accounting perspective.

First thing that you should do is set up your deal perimeter. Clearly define what you're selling so that you can create the structure of the financial data needed to get the deal done. The complexity of the financial data varies depending on what type of exit you are doing.

Carve outs can be very difficult because most of the time, you are selling something that has never been looked at as a standalone entity. Therefore, you will have to build a standalone financial statement without any financial historical information.

Last week was a great interview with Neil McNamara, Co-founder of Virtas Partners, which is an advisory firm specializing in preparing companies financially and operationally for M&A. The topic of discussion is how to plan divestiture from an accounting perspective.

First thing that you should do is set up your deal perimeter. Clearly define what you're selling so that you can create the structure of the financial data needed to get the deal done. The complexity of the financial data varies depending on what type of exit you are doing. 

Carve outs can be very difficult because most of the time, you are selling something that has never been looked at as a standalone entity. Therefore, you will have to build a standalone financial statement without any financial historical information. 

In case you didn't know, in the middle of this pandemic, we were able to pull off a successful M&A Virtual Conference. One of the sessions that we had was hosted by Ben Sutton, senior manager of corporate development at NCR corporation. This session was all about Aligning Strategy with Your M&A Process, featuring our two guest speakers: Scott Kaeser, executive VP of corporate development, US security services at GardaWorld and Sean Corcoran, VP of corporate development and M&A at Neustar, inc.

It is absolutely critical that everyone understands the rationale behind the deal. In order for everyone to fully understand the strategy, you have to simplify things and let them know what you are trying to achieve. Especially on a very large team and the integration process takes years to finish, knowing the true north of that deal will keep teams aligned.

In case you didn’t know, in the middle of this pandemic, we were able to pull off a successful M&A Virtual Conference. One of the sessions that we had was hosted by Ben Sutton, senior manager of corporate development at NCR corporation. This session was all about  Aligning Strategy with Your M&A Process, featuring our two guest speakers: Scott Kaeser, executive VP of corporate development, US security services at GardaWorld and Sean Corcoran, VP of corporate development and M&A at Neustar, inc.

It is absolutely critical that everyone understands the rationale behind the deal. In order for everyone to fully understand the strategy, you have to simplify things and let them know what you are trying to achieve. Especially on a very large team and the integration process takes years to finish, knowing the true north of that deal will keep teams aligned. 

Last week's interview was with Ivan Golubic, former VP Corporate Development at Goodyear. Prior to Goodyear, Ivan spent 10 years with Whirlpool, Deloitte and Ford in various finance and M&A roles. Our topic of discussion is how to make joint ventures more successful.

To make joint ventures more successful, first you need to define what success means to you. Each party has their own rationale so you need to find your objectives. Hire a third party consultant to create a strict governance structure. And create an exit strategy so if things don't work out, both parties know what to do and preserves their relationship.

Last week’s interview was with Ivan Golubic, former VP Corporate Development at Goodyear. Prior to Goodyear, Ivan spent 10 years with Whirlpool, Deloitte and Ford in various finance and M&A roles. Our topic of discussion is how to make joint ventures more successful.

To make joint ventures more successful, first you need to define what success means to you. Each party has their own rationale so you need to find your objectives. Hire a third party consultant to create a strict governance structure. And create an exit strategy so if things don't work out, both parties know what to do and preserves their relationship.