Mergers, Acquisitions & Divestitures

Inorganic growth can be a key driver to achieve revenue goals or market share.  Mergers and acquisitions can also accelerate growth and secure key markets. A divestiture enables a clear focus on the core business, raises needed cash, or unlocks value.  In all cases, people, process, culture and technology combine in a complex and dynamic mix.

TayganPoint brings leadership and depth of experience to a high-stakes, merger, acquisition, or divestiture process.  Our integrated approach manages risk, optimizes achievement of targets and identifies new, transformational synergies.

Goals are realized faster with greater cultural integration, communication and transparent tracking and accountability.

We deliver sustainable value.

Questions to Consider

Planning

  • What organization and other structures are needed to manage a large, complex merger or acquisition?
  • What should be accomplished in your plan on Day 30-60-90-120?
  • Can you effectively assess talent and organize the right people in the right positions? How will you ensure that job descriptions, onboarding and off-boarding are accomplished?
  • Which processes & technology will you adopt as standard for operations?
  • How will you rationalize redundant processes, technologies, functions, facilities and Shared Services?

Operations Integration & Execution

  • Are you prepared to develop your Integration Plan and successfully manage it?
  • How can you quickly identify and realize savings in departmental functions?
  • How should you organize and optimize business processes?
  • What is your decommissioning strategy for systems and processes you do not choose to include?
  • How will you effectively manage change and ensure holistic adoption of your Change Management Plan?

Read more about how to overcome some key industry challenges:

When It’s Time to Toss the Old IT Playbook

The US saw roughly 5,000 M&A transactions in the first half of 2015, and if you have a leadership position in your firm’s information technology...

What to Do From Deal Announcement to Deal Close

When a major merger or acquisition is announced, it is typically met with a combination of excitement and anxiety by the employees at the respective...

What CFOs need to know about joint ventures and alliances

They’re hot business growth tools—but they demand cool-headed preparation before you put the hammer down. By Lou Carlozo As businesses clamor to address the challenges...

Top 6 Factors to Consider When Facing a Merger or Acquisition

Mergers & acquisitions are a challenging undertaking requiring strong and engaged leadership to drive success.   Some of the biggest challenges can be found in the...

Top 5 Landmines During M&A Integration

How can organizations ensure both a successful M&A initiative and increased shareholder value? The key is to avoid “landmines” that can derail a potentially successful...

The Post-Merger Change Triptych: Looking at Change Through the Lenses of Strategy, Location and Role

  CHANGING STRATEGY Jim Szakacs, CFO, TayganPoint In their book “Exploring Corporate Strategy”, Gerry Johnson and Kevan Scholes define strategy as “the direction and scope...

The Hammers and Nails of R&D Portfolio Management:  A Fool With a Tool is Still a Fool 

After attending a recent R&D portfolio and resource management conference, and listening to presenters from both large, established, and rising star pharmaceutical companies and life...

Leadership Challenges During a Major Merger or Acquisition

Mergers & acquisitions are a challenging undertaking requiring strong and engaged leadership to drive success.   Some of the biggest challenges can be found in the...

How Modern IT Portfolio Management Can Mitigate IT Project Failure

CIOs and the IT departments they lead are hard-pressed to cope with the ever-increasing volume of technical projects their supported business units are clamoring for....

Meet the Mergers, Acquisitions & Divestitures Team

  • A leader in business transformation with extensive experience in mergers, acquisitions and divestitures, demonstrated expertise in finding value through disciplined program and project management.
  • Proven experience as team leader, coach, facilitator, and instructor. Has lead global, cross-functional teams to deliver sustainable changes to an organization.
  • Has leveraged business process reengineering and Lean Sigma initiatives to define, deliver and implement business transformation programs.
  • 20+ years of pharmaceutical, medical device and diagnostic management and leadership experience across the spectrum of business functions from research and development, operations, and quality to marketing and business development.
  • Led and supported major change initiatives focused on mergers, acquisitions and partnerships, internally driven strategy formulation and implementation efforts, as well as process and systems improvement projects.
  • As the Chief Administration Officer (CAO) of TayganPoint Consulting Group, Jim is responsible for all finance/accounting, HR, information technology (IT), risk management and insurance, banking, audit, legal and personnel relations. He also develops the firm’s financial models for growth.
  • Prior to joining TayganPoint, Jim held several senior management positions, including: EVP; Chief Financial Officer of Eastern Research Services; CFO; Controller of Omicron Consulting; and CFO; COO of Calvary Baptist Ministries.
  • Versatile leader with history of leading business transformations, including systems and organizational change for financial services, retail, government, and non-profit clients. Molly has managed and supported multi-functional project teams.
  • Drove implementations impacting diverse functional areas of client companies, including: product administration, information technology, customer service, human resources, legal, compliance, risk, security, marketing, communications, accounting, and finance.

     

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