Mergers & Acquisitions
Operational Consolidation Tactics + Cultural Awareness = Wise Investment
Combining two organizations is a complex challenge. Throughout the process senior management is faced with a daily barrage of decisions. It’s all too easy to underestimate what it takes to wade through – let alone execute on – these decisions. Having a clear corporate vision for the new organization empowers functional leadership to create their own team's strategic plans, goals, and communications. This cohesiveness between all levels of business is key to getting the most value out of the merged entity. Count on me to help protect your investment.
Some of my happy clients
Helped solidify the growing organization's vision, mission and values while overseeing a practice expansion plan that tripled the number of clients, staff, total square footage, and billables in roughly fourteen month's time. Created multiple internal processes including the hiring, onboarding, and management of staff, led accreditation approval processes (JCAHO & DBH), executed marketing campaigns, and assisted senior leadership to identify and resolve growth related concerns.
As part of newly merged US & UK organization, support the three-year strategy of further penetrating the European, Middle East and Africa markets by developing the Operational Consulting Business Plan. The plan included a full organizational capabilities and operational processes review, SWOT analysis, improvement recommendations and go-to-market strategy to grow market share and visibility in key industries.
Led the review of contact center vendors that transitioned into the development of a cross organization strategy for the consolidation of contact center offerings for the newly mergedentity. Provided broad ranging infrastructure support to leadership team including KPI development, standardized monthly reporting, intra-team coaching and marketing operational support (e.g. end user needs assessments, touch point mapping).
Served as the Government Affairs team's liaison between all areas of the company's business and their outside councils andeconomists to facilitate and track all discovery activities (narrative, document and data) during all regulatory approval activities at the federal (e.g. FCC, DOJ, and congressional), state and municipal levels to gain approval for the merger with Time Warner Cable and Brighthouse. Work included identifying similarities across the 1,000+ discovery requests so that different outside counsels could benefit from previously completed work product.
Program Manager for the Dual Mode Program, the first line of products to be launched out of the newly merged entity – personifying the new Fortune 50 Company to the world marketplace. This was a multi-tier product program joining the two companies´ network, billing, and provisioning elements and was classified as having the highest level of complexity, required deft program management skills, and agility in communicating with all levels of management throughout the two company cultures and corporate structures.