We help private equity and corporate teams evaluate opportunities, prepare for transactions, and turn investment priorities into practical improvement plans.
From the evidence to an execution roadmap
Evidence and assumptions.
Risks and decision implications.
Priorities and execution roadmap.
Support the process on both sides of the deal
Support the process on both sides of the deal.
Evaluate targets, coordinate diligence, and prepare decision materials.
Strengthen the business narrative, prepare supporting materials, and manage buyer questions.
Run the integration as one program, from signing through Day 1 and beyond.
Establish the IMO structure, steering committee, decision rights, and cadence, with a named lead for every workstream.
Build the integrated plan across functions, with Day 1 requirements, milestones, and dependencies.
Turn the synergy case into initiatives with owners, targets, and timing, and report progress against the baseline.
Maintain a single log of risks, issues, and cross-workstream dependencies, and escalate what needs a decision.
Coordinate messaging to employees, customers, and partners, and track adoption of new ways of working.
Move from identified potential to execution.
Prioritize growth and margin opportunities, and build initiatives with management.
Reduce cost to serve and overhead, and lift gross margin through procurement, product mix, and process changes.
Raise productivity, throughput, and quality, and remove the bottlenecks that limit capacity.
Prioritize the systems, automation, and data investments that pay back within the plan.
Align the operating model, leadership, and incentives to the value creation plan.
Establish owners, milestones, and performance measures to track progress.
I have spent more than 25 years in mergers and acquisitions and technology-driven value creation, working with executives and investors on the decisions that determine whether a deal pays back.
My career began in telecom engineering and product work at Motorola, Nokia Siemens Networks and NewNet. I then moved into strategy and transformation advisory at Accenture Strategy, AlixPartners and Portage Point Partners, and later led cross industry transaction-to-transformation work at KPMG.
Sabara Partners lets me work directly with clients, with fewer layers between the advice and the people who act on it. Many clients need a focused workstream, not a large team. I started Sabara Partners to offer experienced, hands-on support sized to the question, from a single diligence workstream to the full deal lifecycle.
Engage Sabara Partners for a focused workstream or support across the deal lifecycle