The people side of the deal.
Deals succeed or fail on whether people trust the leaders explaining them. As former HR M&A Practice Leader MENA at EY-Parthenon, I bring that lens to deal teams and CHROs.
- Transactions led on the people workstream
- 60+
- Largest deal supported
- $3.2bn
Diligence to Day 100, and beyond.
Most deals do not fail on paper. They lose value in execution, when the people side is left until last.
Before signing
People due diligence
Leadership, culture and workforce liabilities surfaced and priced into the deal, not discovered after it.
Signing to close
Day 1 readiness
Organisation design, communication and TSAs ready, so two workforces wake up to one clear story.
First 100 days
Integration
Operating model, harmonised terms and leadership decisions landed while momentum is still there.
After close
Stabilise and retain
Keep the people who carry the deal value, then hand a working plan over to your HR team.
Where my experience sits.
People due diligence
Leadership, culture and workforce risks surfaced and priced in before signing.
Integration and separation
Operating model, Day 1 readiness and TSAs through to post-close stabilisation.
Deal communications
What people hear, when, and from whom. This is where coaching and deal work meet: the plan only lands if people trust the leaders explaining it.
Change management
Turning the integration plan into decisions people can act on.
Employee engagement
Keeping the people who carry the deal value, by giving them reasons to stay and believe.
Leadership and talent decisions
Is the leadership team right for what comes next?
Credentials
- Former HR M&A Practice Leader MENA, EY-Parthenon
- FCIPD
- FCMI
- FRSA
- Former CIPD Board Member
Discuss a deal in confidence.
An NDA is available before any details are shared.
- A personal reply within two working days.
- Conversations stay confidential. An NDA is available before any details are shared.
- The first call is a no-obligation conversation about what you need.