successfully integrating a newly acquired company jeff ramsey – geneva trading susan dauber –...
DESCRIPTION
Counsel’s (typically) unique position provides insight into issues that may arise as a deal progresses. By paying attention to the target company’s: – Negotiating style, – Control demands/issues – Due diligence materials, and – Interaction with employees, counsel can assist business leads to identify problems early in the acquisition process. 3TRANSCRIPT
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Successfully Integrating a Newly Acquired Company
Jeff Ramsey – Geneva TradingSusan Dauber – Ogg Trading
Nicole Strothman – Ideal ImageDennis Unkovic - Meritas
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• In-house counsel can add significant value by assisting business leads in the identification and resolution of possible integration issues:– Cultural considerations– Integration of senior leaders into different roles– Governance considerations– How to course correct
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• Counsel’s (typically) unique position provides insight into issues that may arise as a deal progresses. By paying attention to the target company’s:– Negotiating style,– Control demands/issues– Due diligence materials, and– Interaction with employees, counsel can assist business leads to identify problems early in the acquisition process.
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• Cultural issues – planned or unplanned, every company has a unique culture– Startup mentality vs. corporate environment– Layers of approval, titles (and importance thereof)– Communication methods
• Senior Leader Integration– Due diligence process can provide clues on how effectively
certain leaders operated in the past & quality of decision-making
– Important for in-house counsel to communicate their impressions to their business constituents
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• Governance issues– Negotiation process should be used to educate target personnel
regarding governance expectations– Crucial to get everyone on board; getting this wrong can be extremely
disruptive and expensive• Post-deal integration and course correction
– Insist on an integration working group with IT, HR, and relevant business leads to keep regular tabs on what is working and where issues are surfacing
– Sharing information is key to identify common issues– Do not underestimate the importance of the “small” things – offices,
titles, etc.– Engage newly-integrated employees as much as possible
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Target maintained as stand-alone company
Back office integration only
Target and Acquirer are combined
Target incorporated into Acquirer
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FIRST STEPS:• Corporate Structure of Surviving Entity• Identify Business Priorities and Objectives
– Primary purpose of acquisition: • business growth • IP acquisition • Adoption of brand
– Prioritize Jurisdictions– Employee Org Chart
• Budget for anticipated costs• Set Milestones• Communications Plan• Designate Transition Team Lead
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Integration Lead
Finance
Tax
Audit
HRLegal
Compliance
Risk
ITOperations
Facilities
Sales
Communications
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• Successful Transition Team clearly delineates roles and responsibilities
• Team Lead:– Reports to Executive Leadership / Steering
Committee– Coordinates Activities among functional groups– Manages to Timeline– Manages Resources– Oversees internal and external messaging
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• Designate Team Members
• Identify Internal Stakeholders– Union representatives
• Identify External Advisors– Tax– Accounting– Domestic and International
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KICK-OFFDescribe Team Lead rolePrioritize Critical Goals: usually back office and risk
avoidance (HR, IT, Finance) Identify Cross-DependenciesOrganize Creation of Detailed Work Plans by Functional
GroupCreate Timeline and interim milestonesEstablish Integration Team Communication Process
Status reporting vs. Oversight
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FINALIZE TRANSFER OF ASSETS AND LEGAL AGREEMENTS
Information Gathering Begins with Pre-Closing Due Diligence
• IP registration transfer
• Local laws – Requirements for real estate transfers– Tax implications
• Internal accounting
• Contracts
IP Counsel, Local Counsel, Internal Treasury, Tax and Accounting
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• Contracts may need to be transferred to surviving entity
– Notice requirement– Consent requirement
• Changes to terms may be required
– Pre-existing contract– Dispute resolution – Regulatory concerns– Guaranty
Corporate Counsel, Vendor Management, Business Strategy and Sales team
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ORGANIZATIONAL
• Subsidiaries to be integrated or wound down
• Share transfers– Stock transfer forms– Register with commercial registry– Register with regulatory body– Tax treatment for share transfers
• Constitutional Documents for subsidiary organizations – Change of management
Corporate counsel, local counsel, tax
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COMPLIANCE
• Address Gaps Identified in Due Diligence– HR– Data / Privacy– IT
• Modify Or Replace Compliance Policies And Code Of Conduct• Establish Internal Audit Scope And Schedule• Regulatory Requirements
Counsel, Risk, Compliance, Internal Audit, HR, IT
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TAX AND REAL ESTATE
Transfer of historic tax losses Real Estate Transfer Taxes
Lease Terminations Relocations Registrations in foreign jurisdictions
Corporate and Local Counsel, Tax, Facilities
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DATA PRIVACY• Assess scope of historical data• Audit historical policies and practices• Review local laws• Considerations
– Financial Institution compliance with GLBA– Health information subject to HIPAA– Credit card payment information– BYOD– Subcontractors
Corporate and local counsel, Privacy Officer, IT
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• Maintain Morale• Culture and Cultural
Issues• Communication• Retaining Talent• Redundancy
Counsel, HR, Benefits
• Unions• Changes to pensions
and benefits• Consents• Triggering Event for
bonuses, etc.• Commission plans• Leave Policies
HUMAN RESOURCES
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BUILDING CULTURELeadership MessagingEventsStaffing IntegrationTraining and DevelopmentFacilitiesRecognition
HR, Facilities, Marketing
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COMMUNICATION
CAN YOU HEAR ME NOW?
• Start integration process no later than when the deal is announced• Pick one culture• Communication Plan to employees / vendors
• Decide on timing• Who is the messenger• Main message• Decision and rationale• Timetable and process• Who will be involved• How employees / vendors will be affected• Mission and Values
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TOP MESSAGING POINTSThe announcement is the first impression• When is the best time• Set realistic expectations • Don’t promise there won’t be change• Don’t over commit• Keep information flowing and have transparency• Admit mistakes• Ensure the messaging is understood• Continue showing respect• Relay the good and the bad news
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TIPS FOR SUCCESS
100 days – these are the most important Have a Post-closing checklist
• Tracking indemnification obligations• Escrow accounts, notice of claims• Consents
Implement Post closing timelines – develop a time line for post closing deadlines, circulate as needed to integration team
Engage the talent and ensure motivation Consolidate economies of scale
• Staff• Law firms, vendors• Lease, equipment• Insurance coverages• HR and Payroll systems• IT• Values/ethics
Measure Results
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Resources:Successfully Integrating a Newly Acquired Company – The International Challenges, Dennis Unkovic, Chairman Meritas Law Forms Worldwide. Copyright 2015 by Dennis Unkovic
Quick Integration Checklist
Infrastructure Component Questions to Considerhttp://www.pwc.com/en_US/us/transaction-services/publications/assets/pwc-ma-integration-playbooks.pdf
Buyer Beware: Merger-and-Acquisition Diligence Tips To Reduce Data Privacy & Security Risks. Privacy & Security Law Report, 13 PVLR 39, 10/06/2014. Copyright 2014 by The Bureau of National Affairs, Inc. (800-372-1033) http://www.bna.com
Guidelines on Personally Identifiable Information Uses in Mergers, Acquisitions, Bankruptcies, Closures, and Dissolutions of Web Sites. www.steptoe.com/assets/attachments/832.doc
Acquisition Checklist (Human Resources). http://www.shrm.org/templatestools/samples/hrforms/articles/pages/1cms_022641.aspx
Post-Merger Integration of American and European Companies. ACC 2012 Annual Meeting.
Integration Handbookhttp://www.bakermckenzie.com/files/Uploads/Documents/Post%20Acquisition%20Integration%20Handbook%202011.pdf