These are some examples of our client projects. Please contact us to get further details on those or the other projects which we have delivered.
USING M&A TO DOUBLE THE SIZE – AND ACHIEVE A TURNAROUND
A global corporate bought a company to merge with one of its divisions, doubling its size and creating a game changer in that industry. The division concerned was failing in the market, despite having gone through a major restructuring some 12 months previously. As well as driving growth in the market, the deal was intended to use the target companies management team and staff to completely re-invigorate the combined company. Staff morale was low and there were serious concerns about the risks of this strategy.
We were called in 14 days after the deal closed and took over the plan, reset it and moved the deal forward. We delivered all the changes successfully and ahead of time, allowing more synergies to be achieved than had been planned.
The key learning from this deal : bringing experienced people in as early as possible to plan well can save millions later (and possibly your job).
50,000 PERSON BUYS A 25,000 PERSON COMPANY
This was a very large and complex deal in which 10 separate divisions were purchased. Of these, 6 needed to have individual strategies and integration plans, making this deal look like 7 mergers all planned and run consecutively as part of a carve out from the sellers parent company.
DD Consulting was asked to do the pre-deal planning. This included targeted information gathering, identifying synergies, creating an integration plan for the consortium of banks and buyers management and advising the head of M&A on TSA items.
The key learning from this deal : early planning using experienced and knowledgeable people can reassure all parties.
$6BN ACQUISITION INTEGRATION
DD Consulting planned and implemented all aspects of this $6bn merger across 30 European countries. Over the period of 2 years we planned, managed and successfully (determined by the City) delivered a full integration across all aspects of the business. The scope included sales & marketing restructure, IT migration, EPR migrations, back office consolidation followed by outsourcing, legal entity restructuring, supply chain rationalisation and office moves.
The integration programme had a $101m spend with 160 sub-projects, 6 programme managers and 45-project managers. Post merger integration assurance across 30 countries delivered an additional $41m of savings.
M&A TRAINING FOR $13.4BN MERGER
A leading Telecom company in the middle of a $13.4bn merger asked London Business School for an expert in Post Merger Integration. DD Consulting was introduced as one of the leading experts in this area, and we delivered a Post Merger Integration workshop to the CIS regional CEO and 30 internal CEOs and country heads. The training focused on M&A integration principles and practices, and enabled the internal teams to implement and deliver best practices across the programme.
The key learning from this deal : Training can be a great way to mobilise internal resource.
POST MERGER INTERGATION FOR NEW AND HISTORIC ACQUISITIONS
This was a £400m acquisition for a £1.6bn company. DD Consulting were asked to create an integration plan for the back office (shared services) part of the finance function, followed by a full plan for this area to integrate this newly acquired company along with retrospectively integrating 6 previous acquisitions that had not been fully integrated. We initiated this plan and delivered the first stages of the integration and then transitioned it over to the internal teams to handle.
MARKETING & COMMS INTEGRATION
DD Consulting was part of the planning and delivery team of 15 to run a three way merger creating a new $1.5bn turnover entity across 60 countries. We were asked to plan the marketing aspects across Europe for the merger and then to implement these during the course of the programme. In addition, we planned and implemented the global communications strategy for the internal audience.
MAJOR HR TRANSFORMATION
DD Consulting was asked to sit on the programme board of a $525m spend HR Transformation programme. The aim of the programme was to review, plan and change all aspects of HR and how it affects the organisation globally (across 120 countries and 110,000 employees through all businesses of a $300bn turnover company).
We delivered the HR Transformation programme to the corporate line functions – 25 functions globally with 12,500 people. These functions included HR, IT, finance, M&A, sales and marketing, distribution, manufacturing, technology, health safety security environment, communications, investor relations, strategy, panning, legal, property.