M&A Roles Responsibilities and Skill Sets

Perhaps the most complicated and important component in this Integration Framework Definition phase is the organization of M&A teams, and the structure and procedure to approve and make decisions. The following list outlines the team element that is part of the Integration Framework and the high-level process explained in this.

Executive Steering Committee (ESC)

Usually comprised of divisional or company senior executives, and also is comprised of an Executive Sponsor m&a advisory

  • . Typically, it includes representation of the executive from finance, legal and operations
  • The amount of participation and membership in the committee differs based on the scale of the transaction, its strategy, and the how complex the transaction
  • Overall oversight for the process of integration
  • The strategic plan for the integrated organization and determines the essential business factors that are driving the integration
  • Approves integration strategy, approach benefits, synergy goals, synergy benefits as well as the general scope
  • Takes important business decisions within a group of committees

Executive Sponsor (ES)

  • Typically, it’s the GM or division responsible for the transaction, however, it may also be a divisional executive
  • Executive level oversight of the project, and oversees the development of a common vision and plan for the joint management and identifying of the business requirements
  • Communicates the priorities with the Leader of Integration, and provides the assistance essential to ensure the success of integration
  • Controls communications with senior corporate executives as well as Corporate Board of Directors
  • Assumes the ultimate integration power and accountability, while using the Integration Leader to assist with the day-today integration management and decision-making

A thorough understanding m&a advisor of the overall corporate vision and strategy and also the plan to acquire the company.

Product Advisory Committee (PAC)

  • This committee could be required to facilitate deals based on product and/or heavily based companies.
  • Typically, executives or senior-management representation comes from the areas of product strategy and technology are typically represented by senior management and executive representatives from product strategy and
  • The COO as well as the CIO or CTO are often also part of this group.
  • Executive level direction in the areas of technology and product strategy to ensure proper alignment and coherence with general business strategy and budget.
  • Executive level decisions on the integration of products, offerings such as retirements, sun-setting maintenance/support models, etc.

Integration Leader

  • Typically an Executive Manager or more in the division responsible for the transaction
  • Participate in the due diligence process and know the strategic purpose and the overall objectives driving the acquisition
  • is usually fully committed to the integration throughout all of the initial 100 days after closing (minimally)
  • Collaborates in close collaboration with Executive Sponsor (in most cases, daily)
  • is the point of contact to ES, ESC and PAC and team members of the workstream. Communicates the messages from each team to the teams working on workstreams, and keeps them informed of the progress of integration process.
  • is responsible for directing the day-to-day activities of Integration Leadership Team (ILT) including general integration management and planning of risk, escalation and mitigation as well as rapid resolution of any issues or risks cross-functional and cross-divisional coordination organization structure design Project communication, resources, scope and reporting, among others.

Manages the overall integration execution, operational and capital expenditures and the synergy goal realization against budget or model, and report any variances or risks to each the ES/ESC

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