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Constant pressure to manage both the speedometer and the compass: That's life during a merger or acquisition transition.
Milo Paich offers useful experience gained in roles as an executive in two merger/acquisition environments, and
as a consultant on transition-related projects.
As an executive:
- During a challenging merger of two long-time competitors: blending departments,
integrating product catalogs, directing customer communications and overseeing sales meetings.
- At a newly acquired business unit: fueling growth by introducing new pricing
models, then pilot-testing a product integration strategy as a prelude to a three-company merger.
As a consultant:
- Promoting organization-wide commitment to the merger of two biomedical businesses
by designing an activity in which managers explored the strategic implications.
- Stimulating much-needed dialogue about strategic direction by facilitating a
meeting between top-team members of a textile business and the VC firm acquiring a majority stake.
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