M&A consultants with expertise in complex transformation
Planning for major transactions such as mergers, acquisitions and divestitures, whilst focusing on delivering post-deal value, are some of the most pressured and challenging circumstances that a senior executive will face. Timelines are often immovable, and huge sums of money are at stake.
The involvement of multiple expert parties adds to the complexity. From lawyers to bankers to brokers, they will all have their separate roles, but it can sometimes leave the business sponsor wondering how it will all be choreographed, what might fall between the gaps, and what happens next once the deal is done.
Berkeley can act as a trusted partner to companies undergoing M&A, bringing an independent perspective and expertise in complex transformation.
Our M&A consultants can provide both buy and sell side support across the M&A lifecycle, from pre-deal strategy and operational due diligence to post-deal transformation delivery. From the earliest pre-transaction stage, we help companies and private equity houses to set up and deliver the full value of an M&A deal.
M&A consulting support on pre-deal strategy and operating model design
The immediate pressures of M&A often lead companies to give their overwhelming focus to the deadline of completing the deal by a specified transaction date. There’s not always enough focus on what happens after the transaction to ensure the value that everyone signed up for.
Our extensive M&A consulting experience has shown that post-deal integration planning needs to start pre-deal. We can help companies to develop their pre-deal strategy and start designing the future operating model of the combined business, ensuring that when you acquire a business, you know why you’re buying it and how to integrate it.
Hands-on consulting support on M&A operational due diligence
Berkeley’s M&A consultants can provide hands-on support on operational due diligence for both the buy and sell side. We can help you identify and address operational barriers to growth and implementation challenges, giving you the confidence that your post-deal plans will achieve the results you want.
Consulting help on M&A integration
We can help you navigate the complexities of post-M&A integration, starting with the level of the integration required. From arms-length acquisition to a full absorption, we can help clients work out what is appropriate for what they want to achieve, rather than defaulting to more integration than is necessary.
Our M&A consultants also look at integrating the right things. We can partner with you to build up the necessary capabilities, such as technology infrastructure or shared services.
For larger organisations who undergo regular M&A activity, we can help them develop the capability to be self-sufficient in their future integrations.
M&A consultants who focus on achieving the outcomes
Berkeley’s approach to M&A consulting means we focus on building trust and achieving the outcomes beyond the transaction date. With our deep cross-sector experience of complex transformation, we can provide clarity, support informed decision-making, and deliver lasting change that leads to value realisation.
Combining M&A experience and insight with our transformation expertise enables us to look beyond your transaction date. We can partner with you to assess, plan and deliver the right level of integration, ensuring M&A will achieve the value promised.
Jonathan Kennedy
Clients often ask us…
1
How can operational due diligence help our M&A achieve value?
2
If I’m selling a company, how do I best separate it from my systems?
3
How do we best use transitionary service agreements in our M&A?
4
How do I best manage an exit / buy-out?
5
How do I retain critical resources during M&A?
6
What is the best level of integration after M&A?
7
How do we best align our working cultures after M&A?
8
How do I retain key staff and avoid the risk of brain drain after M&A?
9
How can we manage regular M&A in a repeatable, efficient way?
Client stories
Palatine Private Equity
Berkeley are Palatine Private Equity’s operational due diligence partner. We have conducted over 20 operational due diligence engagements across multiple industries.
In four weeks, we developed an organisation blueprint to regionalise a business that ran an inefficient service and spares operation.
In six weeks, we developed a comprehensive separation plan covering people, IT and premises as a mortgage brokerage and financial advisory business transferred to new ownership from their holding company.
In eight weeks, we developed comprehensive proposals for an environmental consultancy to address their operational barriers to growth.
Dentsu International
Dentsu International, the global media agency group, needed to better manage its integrations during mergers and acquisitions (M&A). The group had to ensure all new acquisitions aligned with the company’s strategy to become a fully integrated solutions provider to better meet client requirements.
The technology function – Dentsu International Technology – asked Berkeley to develop a Global Technology M&A Playbook to enable clear, consistent and efficient integration. Two Berkeley consultants worked with the client’s technology and M&A teams for six months to create a Playbook that could be globally governed and locally delivered.
Altus
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
Client stories
Berkeley are Palatine Private Equity’s operational due diligence partner. We have conducted over 20 operational due diligence engagements across multiple industries.
In four weeks, we developed an organisation blueprint to regionalise a business that ran an inefficient service and spares operation.
In six weeks, we developed a comprehensive separation plan covering people, IT and premises as a mortgage brokerage and financial advisory business transferred to new ownership from their holding company.
In eight weeks, we developed comprehensive proposals for an environmental consultancy to address their operational barriers to growth.
Sector
Private equity
Service
Operational due diligence
Dentsu International, the global media agency group, needed to better manage its integrations during mergers and acquisitions (M&A). The group had to ensure all new acquisitions aligned with the company’s strategy to become a fully integrated solutions provider to better meet client requirements.
The technology function – Dentsu International Technology – asked Berkeley to develop a Global Technology M&A Playbook to enable clear, consistent and efficient integration. Two Berkeley consultants worked with the client’s technology and M&A teams for six months to create a Playbook that could be globally governed and locally delivered.
When Altus UK decided to buy its biggest competitor, they had to get the integration right first time. The team at Altus could see they would need expert support and reached out to Berkeley.
At the end of the engagement, Altus achieved the market share it wanted and grew its margins in excess of its pre-deal expectations. It cut costs through efficiencies – combining back-office functions, rationalising systems and processes and more. Most importantly, it achieved its mission to create a new business that took the good parts of two legacy organisations, while retaining its brand and strengthening its pre-eminent position in the marketplace.
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