Interim Manager M&A; Post-Merger Integration, Carve-out and Joint Venture

Post-merger Integration Officer ad interim and consultant, for the acquired pharmaceutical businesses Pascoe Group, Gießen and Sidroga, Bad Ems, both Germany with total of appr. 400 employees, incl. coordination of restructuring with legal advisors Advant Beiten and restructuring experts FTI. Reporting line to SteerCo (Uriach Group Executive Committee) and CEO Central Europe ("CE").

• Overall project management, incl. planning and project management of the implementation of the post-merger master plan, sparring partner of the management as well as management of external consultants, incl. restructuring consultants, lawyers and communication agency.
• Coordination of a reorganization strategy as well as the design and coordination of the future target operating model and organizational structure
• Supporting and preparation of the negotiation for collective bargaining with works councils in the context of restructuring with redundancies
• Coordination of changes to the process and system landscape, overarching cooperation models (RACI)
• Advice on change communication, development of guiding principles and development and implementation of a communication plan
• Coordination of the detailed planning of the reorganization per functional area
• Coaching managers as part of the reorganization, team integration, team building and synergy management

The project was successfully completed on schedule, including planned cost savings and implementation of the target operating model.

Interim manager/project lead post-merger integration and consultant, project lead for integrating acquired VSB Technik GmbH, Dresden after they the client had failed to integrate it into their ABO Wind Service GmbH. Reporting line to divisonal CEO and shareholder.

• Advice on the development of the organizational structure and cultures, the development of guiding principles and the development of an integrated target operating model
• Technical advice on planning various merger options, including transfer of operations, spin-off and reverse merger
• M&A integration planning, project management and implementation
• Being a sparring partner to the management
• Professionalization of the integration process while maintaining the stability of the business functions at the target company after the takeover
• Ensuring the integration of systems and processes
• Coordination of change management and communication

The project was successfully completed on schedule, including planned retention and synergies. Success factors were my change management, crisis intervention, and my decision-making preparations.

Interim M&A Manager and consultant for the planning, structuring, negotiation and founding of a Joint Venture with Messe Frankfurt am Main, incl. the sale of 50% of a business line. Reporting line to Managing Director and CFO.

• Advice on the transaction structure of a joint venture to be founded
• External and internal coordination and management of the due diligence with the opposite party, including accounting, tax and legal aspects
• Sparring partner to the management
• External and internal coordination of the term Sheet / LOI, company valuation, vendor due diligence, contract negotiations and closing

The joint venture was successfully established within seven months, as planned. Due diligence, contract negotiations, and closing were carried out smoothly, enabling operations to start on schedule.

Interim Head of M&A taking over the management function for the duration of the vacancy of the department head. Reporting line to the Group CFO and SteerCo.

• Stakeholder management with Board of Management, shareholders, and functional areas at all levels
• Manage and coach a team of one senior manager and one junior manager, increase the efficiency of the function
• Reorganize the department, to professionalize M&A processes with regard to cross-company cooperation and to create an M&A and post-merger integration playbook
• Manage key projects in growing the digital business model
• Onboard the new permanent position holder and handover

The project was completed on schedule and to the customer's great satisfaction. Styletronic GmbH, Austria, was acquired in its entirety under my leadership.

Interim Manager/project lead of the carve-out of photonics division, which was a highly integrated division with locations in Germany, the Netherlands and China in preparation for the sale. Reporting line to CFO.

• Stakeholder management with corporate business partners, the workstream leads, the country managers in Germany, the Netherlands and China, the business leader and his management team and all relevant functional areas
• Plan the carve-out and carry out the implementation as program manager for Germany in cooperation with all functional areas
• Appropriate prioritization of all activities, definition of milestones with progress control as well as escalation and finding solutions to problems
• Disentangle the division from the Philips Group and transfer to legally and organizationally independent units
• Coordination of all cross-company target structures and processes
• Ensure full independent functionality, including IT, IT security, sales, finance, HR and operations

The project was successfully completed within 11 months. Subsequently, the tasks included preparing for the closing, post-closing activities, and supporting the post-merger integration by Trumpf GmbH & Co KG.

Interim Head of CEO Staff. The objective was to build and establish a new CEO staff unit as part of a business transformation. Reporting line to CEO Germany and Austria.

• Prepare and follow-up of board and management meetings
• Corporate planning and derivation of measures according to strategic planning, e.g., performance management and integration of various business units
• Development of a new management cascade and governance system for the operative business areas and implementation of a new KPI system for in sales
• Design of PMO tools such as project charters and program management standards
• Planning of a management kick-off workshop with the aim of growing together as a management team, realigning the business and shaping future cooperation
• Analysis of essential industry trends, effects on future business development and derivation of suitable measures
• Conducting business analysis, investor relations reporting and performance reviews

The newly created CEO staff was quickly integrated into the matrix organization. Key communication structures were successfully established and serve as a connecting interface between the Executive Board, business partners, and the operating units.

Freelance consultant for the identification of a new operational partner and strategic investor, initiation and introduction. Reporting line to CFO.

• Analysis of the business models and derivation of the required expertise of the future partner
• Identification and analysis of possible investors and operational partners
• Establishing contact, positioning Hanse Ventures and preliminary talks with potential partners
• Introduction of a candidate to the customer

All services were provided to my complete satisfaction, and an operational partner for my proposal was successfully recruited.

Interim consultant for the planning of a merger platform in the context of an integration of regional hubs, which were part of a franchise system to one nationwide legal and operational unit.

• Design of alternative target structures
• Proposal for a negotiation strategy to address recognizable conflicts of interest between stakeholders and shareholders
• Design of a customized due diligence
• Development of the integration strategy and outline of the risk matrix
• Roadmap design

The services were successfully completed within three months, on schedule and within budget. However, due to significant conflicts of interest among regional partners, the implementation of the project and the services provided were postponed, particularly with regard to the valuation of the equity to be contributed.

Project lead post-merger integration of a joint venture (Mail Alliance) to be founded with the Georg von Holtzbrinck Group with the objective to integrate 13 regional postal logistics service providers into one operational unit. Reporting line to CFO.

• Develop target operating model and organizational structures
• Identify risks and integration hurdles in the pre-deal analysis
• Designing the integration strategy
• Design of a roadmap with prioritization of key activities
• Build a common understanding and commitment within the organization
• Project management, incl. the mobilization of required resources. Manage change, milestone monitoring and reporting, ensuring continued engagement and stable operations
• Integrate all functional areas and systems
• Achieve synergy goals “on time and on budget”
• Achieve the desired new business model and subsequent strategic positioning

The project was successfully completed within 15 months. The integration of the 13 regional postal logistics service providers into an operational unit was completed on schedule and within budget. The synergy targets set were achieved, critical risks and integration hurdles were identified early on and successfully managed. The implementation of the new organizational structures, processes, and cultures contributed significantly to the stabilization and further development of the operational business.

Leading a team of 3. Reporting line to CFO.

• Structuring and negotiation of M&A

• Planning and implementation of post-merger integrations, synergy, change and restructuring concepts

• Program and project management as well as process optimization

• Team leadership

• Development and implementation of M&A buy & build and joint venture strategies

• Planning and management of 20 M&A transactions and post-merger integrations, from the initiation (due diligence, etc.) to the implementation of the transaction (merger, acquisition, sale, joint venture)

• Development of best practice for the realization of synergies

• Further development of organizational structures and processes

• Restructuring and carve-out of a division with subsequent sale

Leading a team of 6. Reporting to divisional CEO and Group Executive Committee.

• Development and management of the department with the aim of internationalizing the passenger transport division

• Development of an internationalization strategy with options for implementation. Strategy workshop design and moderation

• Initiation, negotiation and completion of growth projects through M&A and establishment of joint ventures

• Coordination of market and competition analyses, development, positioning and expansion of new business areas

• Established the internationalization of passenger transport as a strategic direction in the group

• Achieved UK market entry

Reporting line to Global Head of M&A

• Worked as an IB analyst (financial analysis and modeling, company valuation, due diligence, market and business analysis, etc.)
• Upon promotion to an associate: project management for M&A advisory and execution, deal structuring and negotiation in approx. 20 M&A projects (purchase & sale)

Gained extensive and solid analyst and associate M&A advisory and execution and investment banking experience, incl. financial, accounting, tax, financial modeling, DCF valuation, C-level presentations, Due Diligence performance, commercial and business analysis and negotiations.