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scott whitaker's Page
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This group is for professional consulting firms involved with post merger and/or acquisition integration management.
This group is for professional consulting firms involved with post merger and/or acquisition integration management.
This group is for professional consulting firms involved with post merger and/or acquisition integration management.
Integration is almost an after thought for most of the folks in the room doing the deal (PE firms). When in actuality they need tech support. Goldman understands this and some bigger investment banks get it, but most of the PE firms I have presented…
Profile Information
- First Name
- Scott
- Last Name
- Whitaker, CMC
- Title
- President and CEO
- Company
- Whitaker & Company
- Type of Business
- Service provider
- If Type of Business is "Other", please describe
- Post Merger Integration
- Transaction Size "Sweet Spot" (USD)
- Lower Middle-Market ($10 mm - $100 mm), Middle-Market ($100 mm - $500 mm)
- City
- Atlanta
- State
- GA
- Country
- USA
- About Me (Company description, Biography, Services I provide):
- Whitaker and Company, Inc. has helped manage dozens of integrations valued at over $17 billion, and we have the expertise to help you run a smooth and efficient integration operation. We know that improperly managed post merger/acquisition integrations can destroy synergies, disrupt operations and ultimately jeopardize your company’s investment.
In order to effectively blend two cultures, we believe all integrations need a pivot point. We do this by assembling an Integration Management Office (IMO) to create a functionally neutral entity to help expedite your integration. Our IMO will help you formulate a plan that anticipates problems and addresses challenges BEFORE you initiate the bulk of your integration activities.
How can Whitaker & Company help your merger succeed?:
• Establishing a centralized and operational Integration Management Office (IMO)
• Creating an integration timetable, functional work streams and reporting process
• Assimilation/utilization of legacy functions to complete integration
• Managing asset rationalization and synergy tracking
At Whitaker & Company, we have served Fortune 500 companies as well as small and growing companies. Our consultants have been business leaders in diverse industries and are known for rolling up their sleeves and getting results.
- Network with Me (Types of transactions I seek, Professionals I like to be referred):
- Anyone involved in the planning, advising on, or execution for post merger integration activity
Scott whitaker's Blog
Integration Project Charters can save headaches down the road
Say the word "Charter" and many folks will understandable roll their eyes. Thoughts of unwelcome bureacracy and red tape will abound. However, for merger integrations, charters can save a lot of time, money and unnecessary turf scraps by getting important decisions and scope details outlined early and agreed upon by all stakeholders.
Here's a very simple integration project charter to use as a starter, and best to keep it to 1-2 pages max. Good luck!
Integration Project Charter:
1. Project Tit… Continue
Here's a very simple integration project charter to use as a starter, and best to keep it to 1-2 pages max. Good luck!
Integration Project Charter:
1. Project Tit… Continue
Posted on October 29, 2009 at 12:51pm —
Integration Communications Planning: The Basics
Communications planning around an integration is often overlooked, or tends to drop off significantly shortly after Day 0. Acquired employees need frequent and meaningful communication to stay engaged and motivated and good Communication Management Plans (CMPs) should always:
• Define what subsidiary employees can expect during the Integration process
• Ensure subsidiary employees understand integration goals and processes
• Provide subsidiary employees an understanding of the acquiring company… Continue
• Define what subsidiary employees can expect during the Integration process
• Ensure subsidiary employees understand integration goals and processes
• Provide subsidiary employees an understanding of the acquiring company… Continue
Posted on October 29, 2009 at 12:47pm —
M&A Environment Improving-Make Sure Your Integration Plans Improve Too!
Since the beginning of the year, the conditions that foster deal-making activity have largely improved. The stock markets have rallied and the broad economic recovery has inspired confidence in corporate boards that the worst is over.
Many of the announced deals through Monday, including Kraft’s recent offer for Cadbury, Disney’s $4 billion purchase of Marvel Entertainment and eBay’s sale of a majority stake in its Skype unit, also involved different types of activity, from hostile bids to corp… Continue
Many of the announced deals through Monday, including Kraft’s recent offer for Cadbury, Disney’s $4 billion purchase of Marvel Entertainment and eBay’s sale of a majority stake in its Skype unit, also involved different types of activity, from hostile bids to corp… Continue
Posted on September 8, 2009 at 9:37am —
Great Deal, Bad Integration...Sound familiar?
Great Deal, Bad Integration…Sound Familiar?
Let’s face it, trying to focus attention on post acquisition integration is difficult when planning a merger or acquisition. Companies often overlook the details of integration planning during the heat of the deal making process, as time and energy is spent on due diligence and getting the deal closed-leaving little time for much else.
But according to a recent study the number one cause of deal failure is due to acquiring companies ignoring integra… Continue
Let’s face it, trying to focus attention on post acquisition integration is difficult when planning a merger or acquisition. Companies often overlook the details of integration planning during the heat of the deal making process, as time and energy is spent on due diligence and getting the deal closed-leaving little time for much else.
But according to a recent study the number one cause of deal failure is due to acquiring companies ignoring integra… Continue
Posted on June 21, 2009 at 8:58pm —
Great Deal, Bad Integration...Sound Familiar?
Let’s face it, trying to focus attention on post acquisition integration is difficult when planning a merger or acquisition. Companies often overlook the details of integration planning during the heat of the deal making process, as time and energy is spent on due diligence and getting the deal closed-leaving little time for much else.
But according to a recent study the number one cause of deal failure is due to acquiring companies ignoring integration challenges. Companies can avoid this trap… Continue
But according to a recent study the number one cause of deal failure is due to acquiring companies ignoring integration challenges. Companies can avoid this trap… Continue
Posted on April 15, 2009 at 10:17am —
Comment Wall (1 comment)
- At 11:29am on June 17, 2009,
Price Pritchett said… - Thanks for checking in, Scott. I think you may have talked with our president, Joe Aberger, in the past. (Jim Jeffries is no longer with PRITCHETT.)
Good to have one another's contact information and company specialities. Maybe our paths will cross fortuitously one of these days.
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Fax: 718-997-7949
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