Sector: Food
Service: M&A (Due Diligence/Post-Merger)
Post-merger integration B2B food company
Approach
My role was to design and oversee the PMO across the various HR workstreams and to conduct deep dives into specific topics where required. Drawing on benchmarks and comparisons from our experience, I supported the teams in rapidly identifying synergies and how they would be captured, forging an implementation program to be launched on day one.
From there, part of my team stayed on to help steer and seamlessly deliver the transition while helping the company identify and realise further improvements in the next optimisation round.
Context
The BoD had agreed to acquire a competitor chain. In the run-up to the deal's finalisation, I was engaged to support the integration planning and implementation.
It would be critical to ensure that top- and bottom-line synergies were captured without disrupting the smooth running of the businesses while forging seamless collaboration and team spirit amongst talent from the acquired company.
Impact
The program was implemented according to plan, and its impact outpaced estimates. Following the integration, our next wave of optimisation initiatives delivered further bottom-line improvements at a scale matching the first wave’s targets.
Integrated a newly acquired B2B food company in the parent organization, delivering a smooth transition within the targeted synergies after successfully acquiring the business, including review and advice on the HR Due Diligence chapter.
With the support of different functional teams, I led the design and delivered the integration across all functions based on the 3/6/9/18 month plan with minimal disruption to operations. We successfully brought the acquired organization into one organization. The integration ran on target and far exceeded financial expectations.