| Building societies merger | Integration planning for two building societies, covering actions required to integrate retail and contact centres and deliver related merger benefits, while insulating customers from impacts . |
| Polish telecoms merger | Assessed customer operations of alternative Telcos with radically different operating models, to develop single operating model to deliver acquisition benefits . |
| Mobile billing intermediaries merger | Synergy planning to support financing of acquisition and integration of a mobile billing intermediary business. |
| Integration of European Antenna business | Developed detailed plan to help TDF take control of AH, realign its strategy to an infrastructure focus and deliver cost savings. Led management team to agree integration objectives . |
| PE House/Towers Businesses merger | Assessed synergy to raise £250m of finance, covering integration of field operations, procurement, and investment programmes . |
| Australian Bank | Diligence for refinance Assessed execution risk on a massive contract with large failure penalties and assumptions underlying a £1b Capex plan. |
| Towers Business merger | Post acquisition merger planning under onerous ‘Hold Separate’ conditions, helping to control a high level of business risk, putting in place a ‘ready to go’ integration programme. |
| Insurance outsourcing business | Acquisition planning for a publicly quoted client to enable it to acquire, under Class 1 procedures, a loss making business and plan delivery of synergies required to turn it around . |
| Private equity, acquisition of market researcher | Assessed separation plans from parent, and cost reduction plans based on technology and outsourcing . |
| European Cable TV Altnet | Synergy planning across sales, marketing and networks in preparation for final binding offer for other competing Altnet delivering Pay TV, MVNO and fixed telecoms services. |
| Key player in the music industry | Reviewed previous restructuring actions and a plan to reduce costs, analysing cost base, identifying major risks to base case plan and some upsides . |
| PE House, owner of media service business | Advice and challenge on ‘low-balled’ synergies. Helped PE House obtain commitment from top management to higher and more reasonable synergy projections . |
| Systems integrator | Operational Due Diligence. Identified key issues on acquisition of distressed US network integrator for group building worldwide service delivery footprint . |
| Systems integrator | Analysed similarities and differences in two acquisitions with a high degree of overlap, but some unique elements. Proposed new structures and a carve out/integration roadmap. |
| Australian Bank | Assessed vendor preparations for the separation of Airwave from O2, assessing issues, e.g. impact on contracts, and standalone costs, and developed separation roadmap for acquiring PE house . |
| Financial Trading Business | Advice on people, transaction and valuation issues created in carving out and moving a business within a complex, corporate structure, including General Partnership, LLP and PLC entities. |