Sector: Food
Service: M&A (Post-Merger)
Post-merger integration of a newly acquired manufacturing site in the parent organization facing cultural differences
Benadering
I set up and led the integration team, which was staffed internally and supported to track and measure benefits.
In parallel with running the integration mechanics, we designed the operational model for the new manufacturing site, which fits the Barry Callebaut standards.
Meanwhile, working in close partnership with the integration teams, we facilitated subtle negotiations with and between management and works councils /unions to clear bottlenecks and address limiting issues early, enabling the process to operate at pace.
Context
Our task was to set up the integration plan and see it through to day 1 of operating as a single entity.
The challenge was transforming a B2C environment into a B2B environment, including structures, processes, new machinery, equipment, and systems and reskilling our people.
Impact
The process, though tense at times, was never derailed. The merger was delivered on time and in scope, with subsequent implementation and benefits realisation entirely owned by the internal team.
Building trust with unions and works councils was necessary, and I believe managing expectations forward was my source of success.
The newly acquired business integrated into the business group successfully transitioned within the targeted synergies.
I led the HR transition, led key HR workstreams, and consolidated across them. Our teams developed and rolled out detailed operational designs and the supporting systems and processes, driving a successful transition to the new organization.