James Carey
Family Office Investor
Are you ready to grow your business fast before selling? This episode breaks down how growth equity can help you boost your company’s value and secure a much better business…
Mergers & Acquisitions – They say selling a business is an art – we’ve turned it into a science
Schedule a ConsultationDon’t let integration problems shrink your payout. This episode guide you through merger integration, revealing how preparing before closing is the secret to a smooth, profitable exit. Learn to proactively shape the transition, de-risk the deal for buyers, and ensure your team stays focused to maximize your sale value.
If there’s one and only one message that people take from this, I think it’s to think about integration early. Think about it as where the rubber hits the road; that’s where you will be judged a success or failure.
| Defining Integration [2:53] | |
| The Seller’s Role in Integration [5:56] | |
| How to Prepare for Integration [7:51] | |
| How Integration Differs by Buyer Type [11:50] | |
| The Biggest Mistakes Sellers Make [21:36] | |
| The Closing Is Not the Finish Line [30:38] |
Julienne has 30 years’ experience in negotiating mergers and acquisitions and commercial transactions. She has supported portfolio activity from concept to completion in more than 45 different countries with exposure to many different legal systems and business cultures globally. She has worked on both private company and public company transactions and negotiated with multinationals, trading houses, private equity, governments, international organisations, family owned companies, major resource holders and entrepreneurs throughout Europe, Russia, the United States, Asia, Middle East and Africa.
Over his career, he has led business operations, managed global transformation projects and enabled step changes through the successful delivery of M&A deals. He set up and led M&A integration across more than 65 deals, spanning a diverse range of businesses and geographies and a full spectrum of acquisitions, divestments, and joint ventures. Notable examples include Shell’s acquisition of BG ($50bn, 5000 staff, multiple geographies), the divestment of Shell’s Oil Sands assets in Canada ($10 billion, 3500 staff) and the complex exit of Shell’s downstream assets in Africa (19 countries, diverse regulatory and business environments).
We invested over a decade perfecting every step of the process. The result is a method proven to reduce your risk and maximize your price.
View Our Process NowYou’ve invested your blood, sweat, and tears into an enterprise that has provided for you, your family and your employees. The moment has finally come for you to start a new chapter in your life. Explore your options now.
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