Situation
The client was considering the acquisition of a similar-sized company which provided services in an adjacent vertical.

Approach

GUILD performed:
1. due diligence of the business, including the identification of potential synergies,
2. weekly meeting facilitation with the potential Seller,
3. financial valuation (using different methods),
4. financials reports for seeking a bank loan, and
5. drafting the purchase agreement

Subject to a potential close, GUILD was further contracted to be the integration manager

Results
After a month of discussions, Client made an offer to purchase the business, but the offer was not accepted. Based on several considerations, Client and Seller agreed against revising the offer and revisiting the opportunity at a later time provided the Seller strengthens specific areas of the business to reduce the risk in the transition of ownership.

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Pre-acquisition Due Diligence appeared first on GUILD Consulting.

Situation
The client acquired its largest competitor. However, due to a legacy of aggressive competitiveness, contrasting cultures and vastly different processes they were having a tough time integrating and plugging an exodus of top talent from the acquired firm.

Approach
“GUILD created an integration project team comprised of personnel from various departments of both organizations. We rapidly created high-level AS IS and TO BE process maps for various processes and developed a shared, final state process.

Then team after team, we trained the staff on the new processes. We also worked closely with the operational leaders to ensure the two teams were ready to work as one going forward.

Finally, we set a target date to sunset the technology platforms supporting the inherited processes, and by doing so, set the end date for those processes.”

Results
The staff in the acquired organization valued the clarity of our methodology and knowing what the end goal was. The entire organization benefitted from weekly updates on the progress and what was still outstanding. Top management was able to support the project team with major roadblocks. The integration was formally completed within 1 quarter of project start.

We have anonymized some information to retain clients’ confidentiality. The results are real and we will be happy to talk to you about our past work. Email us at solutions@guild.im or call (808) 729-5850.

The post Post-Acquistion Integration appeared first on GUILD Consulting.