Situation:  PE fund in due-diligence process to buy two companies and merge them to form a ~$2B healthcare company.  The two companies had different cultures, operational cadence, and leadership team approaches.

 Solution: Explicit leadership Scorecards were created for the leadership roles in the combined entity based on input from the PE Firm, the Board, and the intended CEOs of the combined companies. Business context, market challenges, growth goals, and leadership philosophy were all considered. We conducted executive assessments, including 360-degree feedback on all executives from both leadership teams. Assessments were prioritized for the CEOs at both companies to understand strengths and risks relative to a CEO and President Scorecard, determining strengths and gaps of each, the best choice in the role, and their ability to partner with one another going forward. We provided recommendations for each leader and developed a 90-day leadership strategy and action plan for the business. The newly formed leadership team was formed based on robust data, considering fit for the role in the context of the business goals and the investor value creation plan.

Impact: The PE investor and senior had a leadership roadmap to deliver on the investment thesis of the combined entity. Included in the roadmap was an understanding of talent flight risks and recommendations for talent in critical roles to drive success for the merged business.  Investors uncovered potential risks that would have impeded instituting growth plans early on.  The PE firm proceeded with the acquisition with a defined leadership strategy and increased confidence in the CEO and leadership that would enable the realization of the deal thesis.