Case Study Category: M&A & Market Intelligence
CASE STUDY
Selling up and maximising your return
Background My client, the owner of a London-based travel agency, had decided to sell up and retire. However, having been so wrapped up in the day-to-day running of his business, he’d not had time to plan his exit. He realised that this could result in a smaller financial return than he believed his business should
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Technology-enabled services target
A board was evaluating a technology-enabled services target where much of the growth case depended on the quality of data, reporting, and the underlying digital operating model. The commercial narrative was compelling, but it was unclear whether the target’s AI/data capability and management information were strong enough to support the expected scaling and synergy case.
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Professional services bolt-on acquisition
A leadership team was considering a bolt-on acquisition in professional services to accelerate growth, broaden sector reach, and create cross-sell opportunities. On paper, the fit appeared strong, but there was uncertainty around partner alignment, client retention, and whether the revenue synergies being assumed were realistic.
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Cross-border industrial acquisition
A board was assessing a cross-border acquisition in an industrial supply chain where the headline commercial case looked attractive, but the underlying risk profile was less clear. The target appeared strategically complementary, yet there were concerns around customer concentration, supplier dependency, leadership fit across regions, and whether the operating model could support a smooth integration.
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Henkel and Loctite: leading the South East Asia integration of a $1.2bn acquisition
Henkel’s $1.2 billion acquisition of Loctite (1997): as Henkel’s South East Asia lead for the acquisition and integration of the Loctite consumer business, I led its integration into the region until moving to lead Henkel’s adhesives business in Russia in July 1998.
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