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M&A is a powerful tools for growth, allowing companies to scale rapidly, acquire talent, enter new markets, or diversify their product offerings. However, M&A is also notoriously challenging, filled with complexities that go far beyond simple financial considerations. In today’s rapidly evolving business landscape, the strategic valu e of M&A lies not just in the transactions themselves but in the underlying approaches that ensure successful outcomes. In this article, Henry Ward, CEO at Carta, shares his strategic perspective on M&A and the evolving landscape of corporate acquisitions.

Interview with:

Henry Ward

Co-Founder and CEO of Carta

One of the biggest challenges in M&A is bridging the gap between due diligence and integration. Often treated as separate phases, these critical steps are handled by different teams using various tools and processes, leading to disjointed communication, inefficiency, and costly missteps. In this article, we will discuss the best practices for uniting diligence and integration in M&A, featuring Matt Arsenault, VP of Corporate Development at Jamf, and Camilo Franco, Director of M&A Integration and Operations at Jamf.

Interview with:

Camilo Franco

Director, M&A Integration and Operations at Jamf

Matt Arsenault

VP of Corporate Development & Strategic Alliances at Jamf

In M&A, validating the deal thesis is a crucial step that can make or break the success of a transaction. Rushing into an M&A deal without proper validation can lead to costly mistakes. Acquirers may end up with a company that doesn’t integrate well or a deal that fails to deliver the expected value. They risk wasting resources and energy on deals that don’t contribute to their broader goals. But what exactly does it mean to validate the deal thesis? In this article, Jann Lau, Senior Director, Corporate Development at PayPal, gives us his insights on how to validate the deal thesis and ensure M&A success.

Interview with:

Jann Lau

Corporate Development Leader at PayPal

Insights on Portfolio Rebalancing in M&A In the fast-paced, ever-changing world of business, portfolio rebalancing has emerged as a crucial tool for companies to stay competitive, agile, and resilient. Whether it's private equity firms or Fortune 500 companies, the concept of portfolio rebalancing is becoming a central topic in boardrooms worldwide. In this article, we will discuss portfolio rebalancing thoroughly, featuring Gregg Albert, Managing Partner - Corporate Strategy and Mergers & Acquisitions at Accenture. “Every business unit now needs to prove its value to the overall organization. For publicly traded companies, this means proving its value to the market. This change starts at the board level and cascades down to the management team and business unit leadership.” - Gregg Albert. What is Portfolio Rebalancing At its core, portfolio rebalancing is the practice of regularly reassessing a company's business units, markets, and product lines. Portfolio rebalancing involves determining where a company has a competitive advantage and where it doesn’t. This concept is not just theoretical—research shows that companies actively involved in portfolio management, whether through acquisitions, divestitures, or joint ventures, outperform the S&P 500 by up to 700 basis points over ten years. For boards of directors, rebalancing is no longer optional; it’s essential. Faced with macroeconomic headwinds like rising interest rates, geopolitical tensions, and even global changes in democracy, companies must make difficult decisions about where they invest their resources. Over the past 10 to 15 years, the corporate mindset has undergone a significant shift. Previously, companies held onto their business units unless a compelling reason arose to sell. Today, that mindset has flipped. Each business unit must now prove its value not only to the company but also to shareholders. Public companies, in particular, need to show that every part of their organization contributes meaningfully to the market. Companies are adopting a "clean sheet" mentality, reassessing each business unit’s role in the broader portfolio. As corporate cultures and operating models shift, companies must be willing to sell off assets that no longer align with their strategic goals. Catalysts for Portfolio Rebalancing Activist investors have always been a part of the corporate landscape, but their influence has grown significantly in recent years. They often advocate for portfolio rebalancing, pushing companies to exit markets where they are no longer the advantaged player. But how do activists gain this influence? First, activists often acquire a significant amount of stock in a company, giving them a voice at the table. However, they don’t always need to buy large amounts of stock. In one example, an activist investor gained influence with less than 0.01% ownership in a major energy company by rallying other investors to support their sustainability-focused initiative. More importantly, activists bring a strong investment thesis, backed by deep research and analysis. It’s not enough to just hold an opinion. Activists conduct outside-in analyses, often with the help of firms like Accenture, to present a compelling case to the board and shareholders. Their goal is to create value for all shareholders, not just themselves, by encouraging companies to rethink their portfolios, exit underperforming markets, and refocus on core competencies. How to Think Like an Activist Investor One of the most valuable lessons companies can learn from activists is to adopt their mindset. Every company should be asking: What would attract an activist to my company? Common markers include: Declining market share: A company steadily losing ground to competitors. Market saturation: Limited growth potential in existing markets. Industry changes: Fundamental shifts in the industry that require a new approach. For example, in the automotive sector, the transition from internal combustion engines to electric vehicles has created significant opportunities—and challenges—for companies throughout the supply chain. Activist investors look for companies that are slow to adapt and push them toward necessary changes, like divestitures or strategic pivots. Improving M&A Practices: Lessons from Portfolio Rebalancing Portfolio rebalancing offers several insights that can improve M&A practices: Take a “Clean Sheet” Approach: Regularly reassess every part of your portfolio. What made sense for your company five years ago may no longer align with today’s market realities. This kind of self-assessment can help you stay ahead of activists and competitors alike. Prepare for Divestitures: Selling off parts of your business is not as simple as reversing an acquisition. Divestitures require their own set of skills and strategies, and companies need to develop "muscle memory" by practicing these transactions. Build M&A Capabilities Before the Deal: Don’t wait for a deal to start preparing. Companies that outperform in M&A have developed playbooks, practice scenarios, and stress-tested their processes long before an actual transaction takes place. As the saying goes, "When did Noah build the ark? Before the rain." Leverage the Close Window: Use the time between signing and closing a deal to ensure detailed planning. This is when the real work begins—preparing for Day One, aligning integration charters, and safeguarding against potential disruptions like customer attrition.

Interview with:

Gregg Albert

Managing Partner - Corporate Strategy and Mergers & Acquisitions

M&A When navigating the complex world of M&A, understanding the roles of in-house and external legal counsel can significantly impact the success of a deal. Each type of counsel brings unique strengths to the table, and knowing how to leverage both can help you mitigate risks, negotiate better terms, and ensure smooth integration post-deal. In this article, Anson Lau, Deputy General Counsel at LONGi Solar, discusses optimizing your M&A practice by effectively utilizing in-house and external legal resources.

Interview with:

Anson Lau

Deputy General Counsel, Strategic Transactions, and Commercial at LONGi Solar

Mergers and acquisitions are more than just signing deals and shaking hands. For CEOs, M&A is a test of leadership, strategy, and operational expertise. It's about steering a ship through uncharted waters, where the difference between success and failure often hinges on how effectively the CEO navigates the post-deal integration. Kevin Lynch, CEO and Board Member at Optiv, offers valuable insights into what it takes for a CEO to lead a successful M&A. Here’s what we can learn from his experience.

Interview with:

Kevin Lynch

CEO and Board Member at Optiv

Closing an M&A deal might feel like crossing the finish line, but every CEO knows it’s just the beginning. The journey ahead is filled with potential pitfalls—cultural conflicts, integration struggles, and unexpected obstacles that can threaten your strategic goals. Yet, with the right playbook, these challenges can be turned into opportunities for growth. In this episode article, we uncover the strategies every CEO should know to achieve M&A success, featuring Sanjay Poonen, CEO & President of Cohesity.

Interview with:

Sanjay Poonen

Sanjay Poonen, CEO & President of Cohesity

Many companies find themselves burdened with a portfolio of businesses that no longer align with their strategic goals. By shedding non-core or underperforming assets, businesses can redirect resources towards strategic priorities, improve overall efficiency, and create long-term value for shareholders. In this article, Jerome Combes-Knoke, SVP of Strategy and Corporate Development at Dotmatics, discusses how optimizing your portfolio through divestitures reshapes its growth.

Interview with:

Jerome Combes-Knoke

Jerome Combes-Knoke, Senior Vice President of Strategy and Corporate Development at Dotmatics (Insight Partners)

Mergers and acquisitions (M&A) are often seen through the lens of financial figures and market share. While these are undoubtedly critical, they're just one piece of the puzzle. Cultural integration is at the heart of M&A. It’s the glue that holds a merged company together, yet it’s one of the most challenging aspects. In this article, Court Carruthers, President and CEO at TricorBraun, discusses how to ensure your cultural integration is a success.

Interview with:

Court Carruthers

President and CEO of TricorBraun

The dynamic nature of the M&A market makes it difficult to predict future trends and identify suitable targets. Intense competition for attractive acquisitions further complicates the process. These factors make developing and executing successful M&A strategies more complex. To help demystify this process, Thomas Le, Vice President of Corporate Development at Ziff Davis, offers his venture capital-inspired insights to unlock new M&A strategies in this article.

Interview with:

Thomas Le

Vice President, Corporate Development at Ziff Davis, Inc.

Mergers and acquisitions (M&A) hold the promise of exponential growth, but realizing this potential hinges on a delicate balance. Successfully combining two companies requires harmonizing cultures, systems, and people; it's more than just paperwork. In this article, Karen Williams, Vice President of Corporate Development at Progress, discusses how to execute a balanced M&A integration.

Interview with:

Karen Williams

Vice President of Corporate Development at Progress

Strategic acquisitions can be transformative for companies, enabling growth, innovation, and market expansion. However, successfully navigating the complexities of M&A requires a deep understanding of the process and a clear strategy. In this article, Fred Heller, VP of Nuance, Corporate Development and Integration at Microsoft, shares his experience on how to transform a company through strategic acquisitions.

Interview with:

Fred Heller

Vice President of Corporate Development and Integration Advisor at Nuance Communications

In the world of M&A, understanding and managing technical debt is crucial for seamless technology integration. In this article, we’ll explore the concept of technical debt, its impact on IT infrastructure, and strategies for better integration with Tom Hearn, VP, Architecture at Insight.

Interview with:

Tom Hearn

VP, Architecture at Insight

Executing global M&A deals presents unique and rewarding challenges. Success in these ventures requires a deep understanding of the cultural, economic, and political contexts of the target market. So, how can one address these deals strategically? In this article, Pablo von Siebenthal, Global Head of M&A at Swissport, talks about how to handle global M&A.

Interview with:

Pablo von Siebenthal

Global Head of M&A at Swissport

Opportunistic M&A can lead to bad acquisitions that don’t align with the company’s overall strategic goals. This creates a disjointed portfolio and integration challenges that could cause massive value leaks. In this article, Wolfgang Schenk, VP of M&A at Belden, discusses the art of executing programmatic M&A to increase the chances of M&A success.

Interview with:

Wolfgang Schenk

VP of M&A at Belden

Transformative M&A is becoming increasingly critical in today's business landscape, especially for industries facing significant regulatory and market pressures. In this article, we will discuss how to execute transformative M&A to change business models, featuring Tobias Gwisdalla, Head of Group M&A at GEA Group.

Interview with:

Tobias Gwisdalla

Head of Group M&A at GEA Group

M&A processes can vary from country to country, making cross-border deals extremely challenging. Understanding the cultural differences is crucial for a smooth transaction. In this article, we focus on how to do M&A deals in Germany, featuring Frank Tepper-Sawicki, Partner, Corporate M&A, Private Equity, and Venture Capital at Dentons.

Interview with:

Frank Tepper-Sawicki

Partner, Corporate M&A, Private Equity and Venture Capital at Dentons

Artificial Intelligence has taken the world by storm, and there seems to be no way of stopping it. Every industry in the world has adopted AI, and M&A is no different. The integration of AI is revolutionizing how deals are sourced, evaluated, and executed. In short, AI is becoming an indispensable tool for M&A professionals. In this article, we discuss how to make AI practical in M&A featuring two AI specialists; Michael Bachman, Head of Research, Architecture, and AI Strategy at Boomi, Chris Cappetta, Principal Solutions Architect, at Boomi.

Interview with:

Michael Bachman

Michael Bachman, Head of Research, Architecture, and AI Strategy at Boomi

Chris Cappetta

Principal Solutions Architect at Boomi

The technology industry is currently experiencing significant growth, particularly with the emergence of artificial intelligence. This trend has not only attracted significant investments but has also intensified the competition among tech companies striving to lead the market. This has made the tech space a prime area for M&A. Boomi is one of those companies who have recently made a significant move via acquisitions. In this article, we will discuss how to source deals in the tech space with Steve Lucas, CEO of Boomi.

Interview with:

Steve Lucas

CEO of Boomi

Here at M&A Science, our goal is to bring the best and most effective techniques to M&A practitioners and improve their practice. In light of our 300th podcast episode, we have compiled the top 10 things that make M&A successful, together with Michael Frankel, Founder and Managing Partner of Trajectory Capital.

Interview with:

Michael Frankel

Founder and Managing Partner of Trajectory Capital

When it comes to M&A, time is of the essence. As a buyer, it’s best to identify whether to pursue the deal or not as soon as possible, to avoid wasting money and time. Also, if the seller is a good target company, procrastinating could lead to more competition. In this article, Jeremy Segal, Executive Vice President Corporate Development at Progress, shares their strategy on how to close deals in 30 days.

Interview with:

Jeremy Segal

Executive Vice President Corporate Development at Progress

In a highly fragmented industry, roll ups are a great strategy for growth. But integrating multiple entities can be difficult, especially if you don’t have a proven framework. Ntiva has been successful in their M&A strategy, and has completed 15 acquisitions as of today. In this article, Steven Freidkin, CEO and Founder of Ntiva, Inc. and Christopher Vollmond-Carstens, Chief M&A Officer at Ntiva, Inc., share their strategy on how to execute the roll up strategy in the tech industry

Interview with:

Steven Freidkin

CEO and Founder of Ntiva, Inc.

Christopher Vollmond-Carstens

Chief M&A Officer at Ntiva, Inc.

Creating a dedicated M&A function can be daunting for non-acquisitive companies. It’s a big commitment that could take away valuable time and resources from top level management. However, when done right, corporate development muscle can be built slowly, and organically. In this article, Kyle Price, Chief of Staff & Corporate Development at Roblox, shares his experience on how to start an M&A function slowly and successfully from scratch.

Interview with:

Kyle Price

Chief of Staff & Head of Corporate Development at Roblox

Roll ups are a great strategy for highly fragmented industries. It allows the platform company to increase its size, capabilities, and market presence through the acquisition and integration of other businesses. However, it can be challenging without a proper framework. In this article, Ivan Golubic, CFO, Corporate Development M&A at FastLap Group, shares his experience on how to start executing roll up strategy in M&A from scratch.

Interview with:

Ivan Golubic

CFO, FastLap

Integration planning is one of the most important aspects of M&A pre-close. Planning after the fact will cause massive delays and value leaks for the entire deal. It is why the integration team must be involved during the due diligence phase. In this article, we will talk about how to create an executable integration plan during the diligence, featuring Jim Buckley, former Vice President, Mergers and Acquisitions Integration at VMware.

Interview with:

Jim Buckley

VP, Strategy, Planning and Operations at Omnissa

Every company must have a strong capital allocation strategy to maximize its potential. Without it, the company may end up missing opportunities and spending money on things that won't help it grow or become more profitable. In this article, Keith Levy, Operating Partner at Sonoma Brands, shares his experience on successful and unsuccessful capital allocation strategies.

Interview with:

Keith Levy

Operating Partner at Sonoma Brands

Private equity firms are established for the sole purpose of generating substantial financial returns for its investors. And one of the most effective ways of maximizing investment returns is the roll up strategy. This involves buying small-sized businesses in a highly fragmented industry and combining them into a larger platform. The goal is to improve efficiency and be sold later for a higher price. In this article, we will discuss roll up strategy in private equity with Gerry Williams, Partner at DLA Piper US LLP.

Interview with:

Gerry Williams

Partner at DLA Piper LLP (US)

In a world where change is the only constant, businesses are continually seeking innovative ways to stay ahead of the curve. One such method that has gained prominence is the corporate diversification strategy, a multifaceted approach that can lead to new growth avenues and enhanced resilience. In this article, Tyler Rodewald, VP, M&A at EIS Holdings, discusses Corporate diversification through M&A.

Interview with:

Tyler Rodewald

CPA - VP, Mergers and Acquisitions, EIS Holdings

Before doing M&A, it is crucial for acquirers to target the right business, in the right market. Otherwise, it could potentially be a costly mistake that would waste the company’s time and money. To prevent this, Andrey Galiuk, Vice President of Corporate Development and Investor Relations, shares his expertise on how to perform strategic due diligence in M&A.

Interview with:

Andrey Galiuk

Vice President of Corporate Development and Investor Relations

In the ever-evolving business world, staying ahead isn't just about what a company does today, but how it prepares for tomorrow. This is where a venture capital arm comes into play. It is a specialized division within a larger company that focuses on investing in emerging startups and innovative projects. In this article, George Kellerman, VP, Head of Investments & Acquisitions at Woven by Toyota, and Alexander Baum, Corporate Development Lead at Woven by Toyota, share their experience on how to stand up a venture capital arm.

Interview with:

George Kellerman

VP, Head of Investments & Acquisitions at Woven by Toyota

Alexander Baum

Corporate Development Lead at Woven by Toyota

There is an intimate tie between M&A strategy and corporate strategy. To be truly effective, acquisitions must directly support the overarching goal of the company. But beyond that, there needs to be a strategic alignment with everyone involved. In this article, Camilo Franco, Director, M&A Integration and Operations at Jamf, shares their secrets on how to achieve strategic alignment from top to bottom.

Interview with:

Camilo Franco

Director, M&A Integration and Operations at Jamf

Most of the biggest M&A failures of all time are caused by culture clashes. Both companies cannot simply co-exist with each other, and instead of creating more value, they destroyed both of their businesses. This is why cultural due diligence is crucial in M&A. In this article, Ken Bond, Head of Corporate Development at Cetera Financial Group, shares his expertise on how to perform cultural due diligence to better understand the target company.

Interview with:

Ken Bond

Head of Corporate Development at Cetera Financial Group

Engaging in M&A activities just for the sake of doing them is one of the biggest reasons for failed deals. Without a well-defined purpose, these transactions can distract the business and waste massive amounts of resources. In this article, Baljit Singh, Corporate Development Leader, discusses the importance of strategic alignment between M&A and corporate strategy.

Interview with:

Baljit Singh

Corporate Development Leader

Problems don’t usually surface at the early stages because it's the honeymoon phase. Both the buyer and the seller would like to see the deal happen, so they work together to build momentum. And often that means postponing dealing with some of the more difficult and contentious issues. However, these M&A challenges are inevitable and will arise as the deal progresses. In this article, Douglas Barnard, former Executive Vice President, Corporate Development and Legal Advisor at CF Industries, discusses effective strategies to overcome M&A challenges.

Interview with:

Douglas Barnard

Former Executive Vice President, Corporate Development and Legal Advisor at CF Industries

M&A valuation isn’t just about looking at the numbers. There are a lot of different factors that affect and contribute to the volatility of the M&A market. In this article, Allan Marks, Global Project, Energy & Infrastructure Partner at Milbank, discusses how business cycles affect M&A valuation.

Interview with:

Allan Marks

Global Project, Energy & Infrastructure Partner at Milbank

When executing M&A, having a structured approach to validating the acquisition plan is crucial. The worst thing any acquirer can do is to buy a business that doesn’t bring value to the parent company. Adam Harris, CEO of Cloudbeds, shared his insights on the M&A Science Podcast, outlining a meticulous 6-step process his company uses. Here’s a breakdown of these steps to help professionals streamline their M&A strategy.

Interview with:

Adam Harris

CEO of Cloudbeds

A lot of times, M&A integration is considered only after closing the deal. It is often treated as an afterthought, and this approach is where many deal failures stem from. If we want to improve our M&A process and get better results from deals, we have to start updating our practices to the most efficient way of doing things. In this article, Seema Nimmagadda, Head of M&A Integration for North America at Woven by Toyota, discusses how to master M&A integration.

Interview with:

Seema Nimmagadda

Head of M&A Integration for North America at Woven by Toyota

In a highly competitive market, speed is crucial for companies wanting to do M&A. Especially with all the economic and market changes that’s happening, professionals must use M&A best practices to get better deals. In this article, Brent Baxter, Chief Executive Officer at Association for Corporate Growth, and Jeff Giles, VP, Corporate Development at Core & Main, share their strategies and experiences when executing successful M&A.

Interview with:

Brent Baxter

Chief Executive Officer at Association for Corporate Growth (ACG)

Jeff Giles

VP, Corporate Development at Core & Main

It's common to see due diligence and integration as separate stages in M&A, but combining them can make the M&A process much smoother and more effective. But how exactly can we weave these two critical phases together effectively? In this article, Amy M Weck, VP, M&A and integrations at The Liberty Company Insurance Brokers, offers practical strategies in connecting diligence and integration in M&A for optimal outcomes.

Interview with:

Amy M. Weck

M&A and Integrations Leader

In M&A, it’s very common for buyers and sellers to disagree on the value of the business. If both parties cannot agree on the price, the deal could fall apart. However there are certain strategies and tools that both parties can use to compromise and be happy during closing. In this article, John Blair, Partner M&A Attorney at K&L Gates, shares best practices on how to bridge valuation gaps in M&A.

Interview with:

John Blair

Partner M&A Attorney at K&L Gates

In the dynamic world of mergers and acquisitions (M&A), creating an effective team is crucial for success. This process can be complex and demanding, but also immensely rewarding. After all, having an internal team means having the capability of acquiring companies in the future, rather than treating M&A as one-time events. In this article, Birgitta Elfversson, Non-Executive Director at Netlight, shares her experience in transforming existing staff into M&A experts.

Interview with:

Birgitta Elfversson

Non-Executive Director at Netlight

Navigating cross border M&A is one of the most challenging tasks for deal makers. There are a lot of intricacies involved that are unique to each country, and must be handled delicately. In this article, Jake Lin, Head of Corporate Development at Xendit, shares his best practices when executing cross border M&A, particularly in South East Asia.

Interview with:

Jake Lin

Head of Corporate Development at Xendit

In today’s competitive global market, organizations need to leverage every tool in their arsenal to stay ahead of the curve. One of the best ways to do this is strategic M&A. With the right approach, M&A can drive significant growth, unlock fresh opportunities, and expedite the achievement of strategic business goals. In this article, Yoav Zeif, CEO at Stratasys, shares his experience on achieving business growth through strategic M&A.

Interview with:

Yoav Zeif

CEO at Stratasys

Every owner loves their business. This makes selling their company even harder than it already is. But aside from the emotional turmoil that founders go through every exit, there are also a lot of intricacies included in the process. In this article, Russ Heddleston, Co-founder & former CEO of DocSend, discusses the challenges of sell-side M&A and how to navigate them.

Interview with:

Russ Heddleston

Co-founder & former CEO, DocSend

Partnering with PE firms is a great way to exponentially grow a business and reach new heights. However, there are considerations that must be taken into account, before taking PE capital. Fully understanding them will increase chances of success, in the attempt to unlock the full potential of the business. In this article, Jason Mironov, Managing Director at TA Associates, discusses the pros and cons of taking PE capital.

Interview with:

Jason Mironov

Managing Director at TA Associates

When times are good, big companies tend to ignore their smaller business units, as they operate smoothly on their own. It is only when the economy gets tough that these little businesses get more attention, and often seen as off-strategy or a distraction. That's when the company's leaders decide it's time to sell them, which is not ideal, as the business is no longer in their prime, making it harder to sell. But despite all these, Michael Frankel, Founder and Managing Partner of Trajectory Capital, joins us to share his best practices of selling a small business unit.

Interview with:

Michael Frankel

Founder and Managing Partner of Trajectory Capital

Selling your business is never easy. Aside from the emotional stress that it provides, it can also be detrimental to the business if it's sold to the wrong company. Oftentimes, during the process, it can also serve as a massive distraction to the operations, harming the business in the process. In this article, we will discuss how to create a positive sell side M&A experience with Swapnil Shinde, CEO at Zeni.

Interview with:

Swapnil Shinde

CEO & Co-founder at Zeni

Revenue synergies are often the reason for companies doing acquisitions. However, unlike cost synergies that happen instantly, they are more difficult to achieve and often go unrealized. One of the biggest problems in M&A is that when a company pursues a deal, different departments have varying perspectives on what's essential. This results in massive value leaks in the deal rationale. In this article, Chris Von Bogdandy, Global Lead M&A Solutions at Slalom, discusses his framework for realizing revenue synergies in M&A.

Interview with:

Christian von Bogdandy

Global Lead M&A - Managing Director, Slalom

While ESG (Environmental, Social, and Governance) is a fairly new term, it represents a range of critical issues and priorities that companies have long considered. And despite common beliefs, it doesn’t just apply to non-profit organizations. ESG elements are essential for risk management and maintaining company value even for for-profit organizations. In this article, we will discuss focusing on ESG in M&A, featuring Casey Nault, SVP, General Counsel, and Chief ESG Officer at Coeur Mining, Inc.

Interview with:

Casey Nault

Senior Vice President, General Counsel and Chief ESG Officer at Coeur Mining, Inc.

M&A is a never-ending web of complexities and challenges. While the potential for growth and transformation is promising, the chances of failure are extremely high. To increase chances of success, acquirers must learn how to be adaptable and work with the target company for alignment. In this article, Brock Blake, Co-Founder and CEO of Lendio, shares his techniques on M&A best practices.

Interview with:

Brock Blake

Co-Founder & CEO at Lendio

Value creation in any acquisition relies heavily on how well the integration goes. By focusing on integration, buyers can increase their chances of success in obtaining and realizing their intended synergies. But how well can it go if the company’s integration lead is a first-timer? Learn the basics of M&A integration execution, as Aaron Whiting, Chief of Staff at Crownpeak, explains how to train a first-time M&A integration lead.

Interview with:

Aaron Whiting

Chief of Staff and Transformation at Crownoeak

This past year, AI has revolutionized the way we do things, and ChatGPT has been a big part of that. Created by OpenAI, ChatGPT can understand and use language like a human, making it extremely useful in a lot of different areas. And now, we can actually talk to it. This article is based on our first-ever ChatGPT interview. We are going to learn its insights on AI’s impact on the world of M&A.

Interview with:

ChatGPT Voice, powered by OpenAI

In today's digital era, the pervasive influence of technology is felt in every facet of business, and Mergers and Acquisitions (M&A) are no different. The arrival of innovation and automation will soon make their way to the industry, streamlining processes that could bolster productivity and facilitate smoother post-merger integration. In this article, Dr. Karl Michael Popp, Senior Director, Corporate Development at SAP, discusses automation in M&A.

Interview with:

Dr. Karl-Michael Popp

Senior Director Corporate Strategy and Corporate Development at SAP

M&A comes in varying sizes. However, there’s a common misconception that smaller deals are easier to execute than larger ones. The truth is, that smaller deals come with their own unique set of challenges that could possibly make them even harder to do. In this article, Anthony Krueger, Associate at Morrison & Foerster LLP, debunks this myth and discusses how to execute smaller deals and negotiate key legal provisions.

Interview with:

Anthony Krueger

Associate at Morrison & Foerster LLP

For first-time acquirers, M&A can be challenging, as it comes with strenuous processes with many complexities that can turn the dream into a nightmare. However, with proper guidance, acquirers can have a smooth transaction and an amicable negotiation. To help us navigate our first deal, Rajive Dhar, VP and Head of Corporate Development at NetApp, discusses the intricacies of M&A from start to finish.

Interview with:

Rajive Dhar

VP, Head of Corporate Development at NetApp

Every deal is different, which means each and every one will present unique challenges that teams have to overcome. Especially when dealing with smaller companies. There is no such thing as a perfect deal. However, with the right mindset and approach, deals can still close and bring value to both parties involved. In this article, Jim Ackerman, recent Vice President, Corporate Development at Flex, and Steve Coghlan, Semi-recent Vice President of corporate development at Flex, discuss their experiences on M&A surprises and horror stories.

Interview with:

Jim Ackerman

Recent VP of Corporate Development at Flex

Steve Coghlan

Semi-recent Vice President of Corporate Development at Flex

More than the numbers, relationships can make or break a deal. Regardless of the deal rationale, strong, trusting connections between parties can lead to smoother negotiations, clearer communication, and a greater likelihood of mutual satisfaction in the end result. In this article, Nicole Markowski, Manager and Corporate Development at Wipfli LLP, delves into the importance of cultivating positive relationships to drive M&A success.

Interview with:

Nicole Markowski

Manager of Corporate Development at Wipfli LLP

In the grand scheme of things, every M&A must make financial sense. Whether it’s cutting cost, increasing revenue, or achieving operational efficiencies, it all boils down to the numbers. After all, every company’s main goal is to grow and increase profit for its shareholders. It is why the Chief Financial Officers play an integral role in M&A. In this article, we will explore M&A from a CFO’s perspective, featuring Samuel Wilson, Chief Executive Officer at 8x8.

Interview with:

Samuel Wilson

Chief Executive Officer at 8x8

Chief Financial Officers (CFOs) play a pivotal role in shaping the destiny of strategic ventures. Beyond their traditional financial responsibilities, these financial architects hold the key to unlocking the full potential of mergers and acquisitions. In this article, we will explore M&A from a CFO’s perspective with David Barnes, Chief Financial Officer at Trimble Inc.

Interview with:

David Barnes

Chief Financial Officer at Trimble Inc.

Too often, corporate development practitioners want to change their scenery and end up switching to private equity. It’s a place where they can use their existing skills, and enjoy what they do, without certain restrictions present in a corporate setting. But what are the differences between the two industries? In this article, Joe Metzger, Managing Director at 777 Partners, shares his amazing journey shifting from corporate development to private equity.

Interview with:

Joe Metzger

Managing Director at 777 Partners

Change management is one of the most crucial aspects of M&A. While integration involves multiple facets, from supply chains to customers, change management is solely focused on the employees. This can make or break a deal, as employee retention is one of the main ingredients to achieving synergies in a timely manner. In this article, Chris Evans, ex-Head of CorpDev Integration at Amazon, and Scott Boyd, former Head of Integration for AWS, discuss integration strategies, particularly the nuisances of change management.

Interview with:

Chris Evans

Experienced M&A Leader | ex-Head of CorpDev Integration at Amazon

Scott Boyd

Deputy Director, Strategy Implementation at Bill & Melinda Gates Foundation | former Head of Integration for AWS

In the complex world of M&A, the difference between a successful deal and a failed one often hinges on integration. Proper integration, driven by a harmonious fusion of strategy and execution, ensures that the merging entities can effectively combine their strengths and navigate potential pitfalls. In this article, we dive deep into the heart of integration strategies and underscore the pivotal role of the integration team during the due diligence process, featuring Chris Evans, ex-Head of CorpDev Integration at Amazon, and Scott Boyd, former Head of Integration for AWS.

Interview with:

Chris Evans

Experienced M&A Leader | ex-Head of CorpDev Integration at Amazon

Scott Boyd

Deputy Director, Strategy Implementation at Bill & Melinda Gates Foundation | former Head of Integration for AWS

The healthcare industry is a complex and rigid space where change is often rejected. Any evolution in this sector not only signifies business decisions but also influences the overall quality and accessibility of patient care. In this article, Roy Schoenberg, President & Co-CEO at Amwell, delves into the intricacies of navigating M&A in the healthcare industry.

Interview with:

Roy Schoenberg

President & Co-CEO at Amwell - American Well Corporation

Integration is not just about combining processes and systems. It is also about bridging the cultures of the companies and creating a shared identity. However, integrating two organizations can be complex, especially when it comes to managing major cultural differences. In this article, we explore key strategies for effectively balancing culture during an integration, featuring Mark Rayfield, CEO of Saint-Gobain North America, and CertainTeed.

Interview with:

Mark Rayfield

CEO of Saint-Gobain North America and CertainTeed

While most investors have a passive role in their portfolio company, some investors are active in shaping and contributing to its success. For venture capitalists, one of the best scenarios is for the portfolio company to be acquired to maximize investment returns. In this article, Dr. Irit Yaniv, Founding Partner and CEO at Almeda Ventures discusses what investors can do when planning and executing the exit.

Interview with:

Dr. Irit Yaniv

Founding Partner and CEO at Almeda Ventures

The collaboration between a Private Equity (PE) firm and a portfolio company during an acquisition is a powerful partnership. Together, they create a synergistic environment where growth and value thrive. In this article, we will explore insights from Barak Routhenstein, Vice President of Corporate Development at Profile Products, on how PE firms can provide invaluable support to portfolio companies during the acquisition process, setting the stage for success and maximizing value creation.

For high-growth companies, M&A is almost inevitable. If done right, it could speed up growth and open new opportunities for the acquiring entity. However, it’s not without challenges, as it can also be destructive and destroy both companies involved. In this article, Glenn Sanford, CEO of eXp World Holdings, Inc., discusses the art of M&A, and striking the right balance between integration and autonomy.

Interview with:

Glenn Sanford

CEO of eXp World Holdings, Inc.

M&A is a massive undertaking that calls for collaboration among numerous individuals. Ensuring alignment with everyone involved is essential for the success of a deal. Yet, with a variety of opinions and personalities at play, achieving alignment can be quite a challenge. In this article, Andrew Bilbao, CFO of Noble Education Acquisition Corp, shares valuable insights on how to guarantee alignment for deal success, paving the way for a smooth and fruitful M&A process.

Interview with:

Andrew Bilbao

Current CFO of Noble Education Acquisition Corp.

For public equity analysts, M&A is nothing new. One of their main jobs is to conduct financial analyses of companies and other potential investments. However, M&A execution is another story. Let’s explore how a public equity analyst evolves to executing M&A, featuring Greg Stein, Vice President of M&A and Ventures at Xerox, as he shares his experiences.

Interview with:

Greg Stein

Greg Stein, Vice President, M&A and Strategy at Xerox

International business transactions often present unique challenges that are vastly different from local ones. The complexity increases exponentially when these transactions involve mergers and acquisitions (M&A). In this article, Clifford Felig, Partner at Meitar Law Offices, will discuss the challenges of cross-border deals, particularly in Israel, where he had most of his experiences.

Interview with:

Clifford Felig

Partner at Meitar | Law Offices

The intricacies of tax considerations in a merger or acquisition (M&A) transaction cannot be overstated. These considerations play a crucial role in shaping the overall economics and structure of the deal, and can significantly impact the outcome for all parties involved. With expert tax planning and structuring, it is possible to mitigate the tax burden and maximize the benefits of the transaction. In this exclusive interview, Lesley Adamo, Vice Chair of the Tax Group at Lowenstein Sandler LLP, delves into the importance of tax considerations in M&A and provides valuable insights on navigating this complex landscape.

Interview with:

Lesley Adamo

Vice Chair, Tax Group at Lowenstein Sandler LLP

International deals are one of the most challenging transactions to execute. Aside from the complexities of M&A, there are additional hurdles that acquirers must overcome to successfully acquire companies overseas. In this article, we will focus on how to do deals in Latin America and all the challenges that come along with it, featuring Juan Guillermo Castaneda, Senior Advisor to SKG CEO.

Interview with:

Juan Guillermo Castaneda

Former Senior Advisor to SKG CEO

Too often, M&A involves a larger entity acquiring a smaller business. Only a few believe that a merger of equal can be possible, especially considering the power struggle between the two companies. However, a merger of equals can be a powerful strategy that could unlock tremendous value and opportunities for growth if done right. This article explores the path to successful equal mergers featuring Scott Crofton, Partner at Sullivan & Cromwell LLP.

Interview with:

Scott Crofton

Partner at Sullivan & Cromwell LLP

In today's highly competitive business landscape, companies are constantly looking for ways to enhance their capabilities and maintain their edge. With so many competitors in the market, how can a company stand out and reduce customer churn? In this article, Brian Matthews, CEO at ITEL, discusses his value chain ecosystem approach that can drive business stability and growth.

Interview with:

Brian Matthews

CEO at ITEL

In big companies, some business units may not perform well and might be overlooked. It can be helpful for the company to find a more suitable owner for these units. At the same time, buyers can take advantage of these opportunities to improve their businesses and maximize their potential. In this article, we will explore the experiences of Josh Covey, a successful CEO, acquirer, and investor, and Matthew Davidge, co-owner of NBC Affiliate WVNC, as they buy and develop these businesses with the goal of exiting in the future.

Interview with:

Joe Covey

Advisor at Bluestream Health

Matthew Davidge

Co-Owner of the NBC Affiliate WVNC (Watertown, NY)

There are many different reasons why companies buy other entities. Traditionally, acquirers have focused more on the financial aspect of the target company. However, experience has shown that not all acquisitions are the same, and must be executed properly against their strategy. In this article, we discuss how to execute product-based acquisitions featuring Andrew Morbitzer, VP/Head of Corporate Development at Typeform.

Interview with:

Andrew Morbitzer

VP/Head of Corporate Development at Typeform

In this article, Nate Lemmerman, Senior Vice President of Corporate Development at Cast & Crew, shares his experience and tips on how to build your M&A muscle.

Interview with:

Nate Lemmerman

Senior Vice President, Corporate Development at Cast & Crew

Mergers and acquisitions (M&A) is a long and tedious process filled with challenges and surprises that could harm the acquiring company or destroy the deal altogether. To ensure a successful transaction, it's crucial to identify and overcome these hurdles. In this article, we'll discuss the most common M&A challenges and the best approach to overcome them, featuring Ritika Butani, Head of Corporate Development at Toast.

Interview with:

Ritika Butani

Corporate Development Leader

M&A is inherently risky, but the rewards of a successful deal can exponentially grow a company overnight. There are many things to consider before closing a transaction, and big companies are finding new deal structures to minimize risks when doing acquisitions. In this article, Finn Haley, SVP of Corporate Development at Edwards Lifesciences, discusses the build-to-buy option structure they use in the healthcare industry.

Interview with:

Finn Haley

SVP, Corporate Development at Edwards Lifesciences

M&A activity has definitely slowed down. Due to economic uncertainty and high-interest rates, companies are hesitant to expand during these times. In addition, executing deals has also become more difficult due to regulatory changes, especially in the tech industry. In this article, Mark Legaspi, Director, Legal - Corporate at LinkedIn, discusses key regulatory considerations for M&A in the current market.

Interview with:

Mark Legaspi

Director, Legal - Corporate at LinkedIn

Acquiring companies can be extremely rewarding if done right. To be proficient in M&A, a dedicated function must be established for continuous improvement. As the M&A function evolves, it increases the chances of deal success and value creation. In this article, David Hindley, VP of Corporate Development at Autodesk, shares his journey on how he evolved an M&A function from scratch.

Interview with:

David Hindley

VP of Corporate Development at Autodesk

M&A integration is usually made up of checklists that outline the step-by-step agendas and milestones to successfully integrate the acquired company. But during integration, things don’t always go as planned, and teams must be able to pivot and adapt to the ever-changing needs of the project. In this article, Staci van Schagen, Head of M&A Integration & Disentanglement at Philips, shares her ways on how to thrive in times of change with flexibility in integration planning.

Interview with:

Staci van Schagen

Head of M&A Integration & Disentanglement at Philips

Selling a business can be a complex and daunting process. The key to a successful exit lies in implementing best practices that have been proven effective by industry experts. In this article, we'll outline some valuable insights from Jeff Wald, Co-founder of Bento Engine, on how to maximize the potential of a business during the exit process, engage investors effectively, and conduct confirmatory due diligence. By following these guidelines, entrepreneurs and business owners can be better prepared to navigate the challenges of selling a business.

Interview with:

Jeff Wald

Co-founder of Bento Engine

In this article, Brent Campbell, Vice President of Corporate Development and Strategy at Alight Solutions, discusses how to focus on integration as a corporate development professional.

Interview with:

Brent Campbell

Vice President of Corporate Development and Strategy at Alight Solutions

Cultural fit has become increasingly, as more companies are embracing diversity and inclusion, and acquirers must mitigate cultural differences early on during post-close integration. When two companies fit together, people are more likely to be productive and satisfied with their work. In this article, Klint Kendrick, HR and M&A Leader, gives us a view on the HR practitioner’s guide to cultural integration in M&A.

Interview with:

Klint Kendrick

Chair of the HR M&A Roundtable and Former HR M&A Leader at Oracle & Boeing

Deals and even negotiations can’t be done without a proper company valuation. Valuation is a fundamental process that helps determine the true worth of a company, providing a solid foundation for negotiations between parties. But valuations are not always objective, and there are a lot of factors that can impact them. In this article, PJ Patel, Co-CEO & Senior Managing Director at Valuation Research Corporation (VRC), discusses current valuation trends and working with earnouts.

Interview with:

PJ Patel

Co-CEO, Valuation Research Corporation (VRC)

A roll-up is a powerful deal type that involves acquiring multiple smaller companies to combine them into a large entity. When properly carried out, these strategic actions can significantly increase shareholder value and set up companies for record-breaking development. In this article, we have the privilege of hearing from Sam Youssef, Founder and CEO at Valsoft Corporation, a company that has experienced explosive growth through multiple roll-ups.

Interview with:

Sam Youssef

Founder and CEO at Valsoft Corporation

In today's ever-evolving business landscape, companies need to stay ahead of the curve by constantly innovating. One way they can achieve this is through acquiring smaller companies, which can provide access to game-changing technology, bridge knowledge gaps, and accelerate growth. However, acquiring smaller companies comes with its own set of challenges. In this article, we explore the intricacies of smaller deals with Kevin Griffin, Executive Director of Corporate Development at JLL.

Interview with:

Kevin Griffin

Executive Director, Corporate Development at JLL

Losing key people is one of the most significant value leaks in M&A. Acquirers must focus on the employee experience to retain as many employees as possible. This article will discuss how to execute a people-focused integration featuring Marilyne H. O'Hara, Global Head of M&A Integration at Block.

Interview with:

Marilyne H. O'Hara

Global Head of M&A Integration at Block

Acquiring startups is a common strategy employed by large companies to drive growth and innovation. However, preserving the unique qualities and strengths of startups within the framework of a larger corporation can prove challenging. In this article, Nadia Gil, Chief of Strategic Planning and Corporate Development at Brady Corporation, offers insight into how to effectively preserve startups during the acquisition process.

Interview with:

Nadia Gil

Chief of Strategic Planning and Corporate Development at Brady

Companies can execute successful mergers and acquisitions without corporate development. In this article, we explore insights provided by Michael Farlekas, the CEO at E2open, who has executed 14 deals without a dedicated corporate development team.

Interview with:

Michael Farlekas

CEO at E2open

Day one in M&A is a critical juncture for both the acquiring company and the target company. This is the day when the deal is officially closed and the two companies become one entity. Day one involves a lot of planning and coordination between the two companies to ensure a smooth transition. In this article, Chris Evans, former Head of CorpDev Integration at Amazon, discusses setting up M&A integration day one for success.

Interview with:

Chris Evans

Experienced M&A Leader | ex-Head of CorpDev Integration at Amazon

As the business world shifts towards a more environmentally and socially conscious approach, the significance of sustainability in M&A has become increasingly prominent. In light of this, companies are now considering the environmental, social, and governance (ESG) initiatives of their target companies before making any acquisitions. In this article, we explore how to perform M&A due diligence on sustainability, with insights from Sarah Thuo, Chief Operating Officer of IBM Sustainability Services.

Interview with:

Sarah Thuo

Partner/ Principal at EY Parthenon

M&A is a game-changing tool that can propel a company's growth several years ahead of schedule. However, for hyper-growth companies, M&A can also be a double-edged sword that leads to attrition and detracts from the core business objectives. In this article, Michael Nov, the Head of Corporate Development & Chief of Staff to the CTO at OwnBackup, shares valuable insights on setting up M&A for hyper-growth companies.

Interview with:

Michael Nov

CEO and Co-Founder of Stealth and an Angel Investor at Kesha Ventures

The go-to-market (GTM) integration strategy has a large impact on revenue generation and overall deal success. Integration can be very disruptive to the customers, but if done right, it can enhance the customer experience and acquisition results. In this 2 part article, Pat Belotti, VP Corporate Development Integration at Zendesk, continues to discuss the evolution of M&A integration and delves into the intricacies of GTM integration and offers valuable insights on how to approach it.

Interview with:

Pat Belotti

M&A Integration Expert, previously at: Cisco, Microsoft, Zendesk

M&A integration in tech has changed quite a bit over the last twenty years. Integration has evolved from integration volunteers, to large teams with detailed tracking, to dedicated teams and Agile approaches. In this article, Pat Belotti, VP of Corporate Development Integration at Zendesk, delves into the evolution of M&A integration.

Interview with:

Pat Belotti

M&A Integration Expert, previously at: Cisco, Microsoft, Zendesk

Integration needs to be thought out, but executed quickly. In this interview, Windy Nicholson, Technology Leader for Mergers and Acquisitions at Salesforce, discusses how to improve IMO for efficiency. In addition to having a competent team, there are additional strategies that can be implemented to improve an IMO for efficiency. This article will explore some of these strategies, with insights from Windy Nicholson, the Technology Leader for Mergers and Acquisitions at Salesforce.

Interview with:

Windy Nicholson

VP Technology and Product, Mergers and Acquisitions Integration at Salesforce

Managing a deal from start to finish requires a strategic approach and the ability to navigate the nuances of each phase. In this second part of our series on how to manage the entire M&A process from start to finish, Andy Wijaya, Senior Director of M&A at KLA, delves deeper into the specific steps and considerations involved in the process.

Interview with:

Andy Wijaya

Senior Director, M&A at KLA

Managing the multi-faceted process of mergers and acquisitions (M&A) can be a daunting task, especially for those in charge of overseeing the entire process. In this episode of the M&A Science Podcast, Andy Wijaya, Senior Director of M&A at KLA, discusses how to effectively manage the entire M&A process from start to finish.

Interview with:

Andy Wijaya

Senior Director, M&A at KLA

Acquisitions are not the only way companies can achieve growth. Partnerships are a great way for organizations to grow their organic growth capabilities. This article will discuss alternative strategies to accelerate growth featuring Yvanna Perez-Morel, Sr. Director of Corporate Development at Ulta Beauty | Managing Director at Prisma Ventures.

Interview with:

Yvanna Perez-Morel

Yvanna Perez-Morel, Sr. Director of Corporate Development at Ulta Beauty | Managing Director at Prisma Ventures