Mergers & Acquisitions

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Evaluate:

I’ve managed M&A programmes where the challenge goes far beyond contracts—it’s about making the technology fit. I understand the process of evaluating two merging environments, identifying the best-in-breed systems, and building a roadmap that avoids duplication and disruption.

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Roadmap:

That means making the hard calls on data centres, security models, SSO, interfaces, vendor software, and process flows, branding and logos, legal entities etc.

It might mean that we have to build some short-term solutions or bridges between the organisations/systems.  We may need to migrate off old platforms and sunset them. What do we do with historical data from those platforms? What operating procedures need updates immediately to keep things running smoothly? Who needs what training?

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Customer Experience & Communications:

Anyone managing a M&A needs to consider the wider picture too. The impact of each change needs to be evaluated versus the impact on customers, and their experience. For example, if customers log onto a web page, will colours and branding suddenly change as they navigate to a page hosted by a different organisation?

How will the messages be communicated to each customer? How do we reassure them?

 

I bridge business and technical teams so integration happens smoothly, securely, and at pace.

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