Managing integrations,  separations and operational change

• IAG – AMI (2012): Provided integration management advice and hands-on support to the PMO and Integration Director focusing on program governance, synergy delivery and first 100 days delivery of operational integration plans
• Turners & Growers/BayWa (2011): Provided operational due diligence advice to a global agricultural trading and services business in their acquisition of an NZ fruit grower and exporter
• Gen-i (2010): Provided pre-deal separation risk and issue advice for the considerations of the outsourcing of one of Gen-i’s services
• Pharmacybrands/Radius Pharmacy (2010): Provided pre-deal integration planning and synergy diligence for a merger in the NZ healthcare industry

Project and program management

• Vodafone – TelstraClear (2012): Undertook a project management and program management office (PMO) diagnostic review, advising on enhancements to the existing program management approach for deal execution with a particular focus on Day One readiness
• Heartland Bank (2010): Mobilised the integration teams for this three-way integration and advised on Day One readiness, integration planning and integration programme governance
• H.C. Starck (Pan-European specialty chemicals business (2008): Set up and managed the Carve-Out management office for this global separation program for the divestment of this business from its parent organisation
• E.ON Energy (2009): Advised on integration and program planning for this for the internal restructuring and consolidation of this global Energy Trading business

Deal and program effectivess review

• AMP-AXA (2010): Undertook an independent integration Quality Review to assess progress against integration plans and synergy delivery at Day 45
• Pharmacybrands – Radius Pharmacy (2011): Undertook a Day One readiness and first 100 Day planning review for Management to assist their in-house integration delivery team with execution