Selected mandates
My work has taken me across integration, carve-out, separation, transaction readiness and operating change. Each mandate added another set of situations, dependencies and problems to recognise, progressively widening the toolbox I bring to the next one.
Five situations are explored in depth below. The wider mandate portfolio shows how that experience has accumulated across transactions, sectors, scales and operating environments.
Clients are anonymised; figures refer to the relevant transaction or mandate context.
Situation 1 of 5
Sell-sideMid-scale
Global family-owned climate-technology group
Retained-business separation / pre-sale perimeter separation
My role
Carve-out Programme Director
Retained business
Wider transaction context
Leading governance and execution for the retained business perimeter.
Situation 2 of 5
Sell-sideLarge / global
Global electrification and automation technology leader
Global carve-out & JV readiness
My role
Project Director and Separation PMO Lead
Within a three-person engagement leadership team.
Repeat mandate
The same client subsequently engaged me for a second mandate, this time with full programme responsibility.
Situation 3 of 5
Buy-sideMid-scale
State-controlled international energy group
Acquisition integration / operating-company build
My role
Project Manager Integration & Optimization
Substantial associated decommissioning liabilities
Based in Aberdeen with the initial six-person buyer team and supporting the incoming CEO and division leadership in coordinating takeover, integration and build-up.
Situation 4 of 5
Sell-sideMid-scale
Global CDMO and pharma-biotech group
Specialty division carve-out
My role
Separation Governance and PMO Lead
Carve-out to a private-equity buyer
Reporting to the division CFO and programme board.
Situation 5 of 5
In-house buy-sideMid-scale
State-controlled international energy group
Multi-acquisition integration
My role
Project Manager Integration & Optimization
Integrated into the acquirer's wider operating and shared-service model
Leading PMO, synergy analysis, value-capture planning and back-office integration.
Operating reality
Much of my work has been in asset-intensive, operationally complex and regulated businesses where transaction decisions have immediate consequences for sites, production, assets, systems, licences, supply chains and people.
The sectors vary, but the operating reality is often remarkably consistent. Integration and separation have to work not only in the deal structure, but in the business that must continue operating through the change.
Repeated exposure to those conditions has progressively widened the patterns, tools and options I can bring to the next situation.
The five situations above explore individual mandates in depth. The portfolio below provides a wider view of the transaction contexts, sectors, scales and responsibilities across my work.
Sell-sideFocused
My roleSeparation Governance and Execution Lead
Global industrial engineering and engine-systems group
Industrials & ManufacturingEngine Systems & Power Equipment
Reporting to the head of separation.
Sell-sideMid-scale
My roleCarve-out Programme Director
Global family-owned climate-technology group
Industrials & ManufacturingRefrigeration & Climate Solutions
Leading governance and execution for the retained business perimeter.
Sell-sideLarge / global
My rolePMO Setup and Target Management Office Adviser for spin-co
Global innovative-medicines company
Life Sciences & PharmaGenerics & Biosimilars
Supporting divisional leadership on early cadence planning, early monitoring and programme mobilisation.
Corporate / Non-transactionalFocused
My roleRestructuring and Value-Creation Adviser
Listed European construction and real-estate services group
DiverseConstruction & Real Estate Services
Assessing portfolio and operating-model options.
Sell-sideMid-scale
My roleSeparation Governance and PMO Lead
Global CDMO and pharma-biotech group
Life Sciences & PharmaCDMO & Specialty Ingredients
Reporting to the division CFO and programme board.
Sell-sideMid-scale
My roleProject Director and Separation PMO Lead
Global electrification and automation technology leader
Industrials & ManufacturingSolar & Power Electronics
With full responsibility for the follow-on mandate, working for the same client as the first mandate.
Sell-sideLarge / global
My roleProject Director and Separation PMO Lead
Global electrification and automation technology leader
Industrials & ManufacturingElectrification & Automation Technology
Within a three-person engagement leadership team.
Sell-sideMid-scale
My roleDirector
Global biopharmaceutical company
Life Sciences & PharmaOver-the-Counter Consumer Health
Overseeing HR, IT and Finance carve-out readiness, later expanded to PMO and deal-advisory leadership.
Sell-sideMid-scale
My roleSeparation Lead for Zambia and Zimbabwe
World-leading beverage manufacturer
DiverseConsumer — Bottling & Distribution
Coordinating those two workstreams with the Botswana and Lesotho project managers and Johannesburg head office.
Buy-side / ownership transitionLarge / global
My roleProject Director
State-owned integrated energy group
Energy & ResourcesMarine & Oilfield Services
Leading integration governance and synergy assessment across all three businesses.
Corporate / Non-transactionalFocused
My roleEngagement Director
International flag-carrier airline
DiverseAviation & Transport
Directing platform configuration, implementation and the IT cost-reduction programme.
Buy-sideFocused
My roleOperational Due Diligence Team Manager
Multinational defence logistics and project-services group
DiverseDefence Logistics & Project Services
Supporting carve-out financials, overhead allocation and transition planning.
Buy-sideFocused
My roleEngagement Manager
State-owned integrated energy company
Energy & ResourcesLubricants Manufacturing
Facilitating transition governance and execution.
Corporate / Non-transactionalFocused
My roleIntegration Adviser
Global private education provider
DiverseEducation & Facility Services
Developing and applying a separation and integration playbook.
Corporate / Non-transactionalFocused
My roleEngagement Manager
State-owned integrated energy company
Energy & ResourcesIntegrated Energy
Guiding compilation of the M&A processes and procedures manual.
Buy-sideFocused
My roleEngagement Manager
State-owned integrated energy company
Energy & ResourcesLPG & Distribution
Developing the integration blueprint and synergy assessment.
Buy-sideLarge / global
My roleIntegration PMO Lead
Global engineering and construction-services group
Industrials & ManufacturingEngineering & Construction Services
Managing programme planning and implementation coordination.
Issuer-sideMid-scale
My roleIPO Readiness Project Manager
State-controlled international energy group
Energy & ResourcesDiversified Energy
Coordinating the corporate diagnostic and capital-markets readiness programme.
Buy-sideMid-scale
My roleProject Manager Integration & Optimization
State-controlled international energy group
Energy & ResourcesOil & Gas
Based in Aberdeen with the initial six-person buyer team and supporting the incoming CEO and division leadership in coordinating takeover, integration and build-up.
Corporate / Non-transactionalFocused
My roleOptimisation Project Manager
State-controlled power and utilities group
Energy & ResourcesPower & Utilities
Developing restructuring options and supporting implementation.
Buy-sideMid-scale
My roleJV Integration Project Manager
State-controlled power and utilities group
Energy & ResourcesPower & Utilities
Coordinating agreements, operations integration and operational due diligence.
Buy-sideMid-scale
My roleProject Manager Integration & Optimization
State-controlled international energy group
Energy & ResourcesOil & Gas
Leading PMO, synergy analysis, value-capture planning and back-office integration.
No mandates match this combination. Clear a filter to widen the record.