Deal-to-PMI advisory
Support from target assessment and due diligence through closing preparation, integration steering and PMI recovery when synergies stall or decisions get blocked.
Independent transformation advisory for Corporate M&A and PE
Making M&A-driven growth work beyond the deal.
I help Corporate M&A teams and PE-backed B2B platforms connect investor expectations with operational reality: resolving PMI issues, redesigning operating models, aligning difficult stakeholders and turning transformation into measurable value.
Combining Big Four advisory discipline with senior operating experience in international IT and professional services groups.
13+Years in transformation, M&A, PMI and technology-enabled change
40+Acquired companies integrated into platform governance and operating model
12+M&A, PMI and transformation programmes led or advised
100+Managing Directors aligned in transformation programmes
Services
Premium advisory for the moments when value creation depends on execution.
Operating-model redesign
Design of target operating models, shared services, governance structures, decision rights and service models that reduce fragmentation and create scalable standards.
Value Creation & Synergies
Translation of PE expectations and deal theses into operational value levers: cost optimization, commercial model redesign, overhead reduction and governance for measurable impact.
Stakeholder alignment
Senior-level alignment across Corporate M&A, PE investors, management teams, founders and functional leaders when transformation is politically sensitive.
Technology & AI-enabled change
Technology and AI as enablers of transformation: governance, process transparency, scalable service models and new opportunities for professional and IT services platforms.
Track record
Selected project examples, outcome-focused.
Led target identification, due diligence, founder negotiations, closing preparation and integration steering across a multi-country professional services acquisition programme.
Designed governance, service definitions, service levels, pricing mechanisms and intercompany structures across a multi-country group setup, creating transparency over a significant shared cost base.
Designed a multi-hub shared services model across multiple business entities, reducing fragmented support structures, freeing management capacity and avoiding further decentralized hiring.
Redesigned performance and retention mechanisms after a reporting and operating-model transformation, protecting transaction value and improving alignment with founders and key leaders.
Replaced inconsistent internal charging practices with a transparent cost-based model, reducing pricing distortions and strengthening group-wide profitability discipline.
Supported the establishment and rapid expansion of a professional services business line from 5 to 500 people worldwide through organizational design, scalable processes and acquisition-led growth.
Where I operate
Where investor expectations meet operational complexity.
Business context
Corporate M&A teams, PE-backed IT and professional services platforms, mid-market groups and international B2B organizations.
Stakeholder level
Advisory to CEOs, Corporate M&A leaders, management boards, supervisory boards, PE investors and senior leadership teams.
Delivery mode
Independent advisory with operator empathy: strategy, operating-model design, value creation, stakeholder alignment and transformation governance.
Contact
Let’s discuss where value creation is getting stuck.
Share a short note on the situation: PMI issues, stalled synergies, operating-model friction, stakeholder resistance or a transformation that needs sharper governance.