The client for the interim mandate was a Chinese state-owned company from the shipbuilding industry. It had already been a licensee for marine engines from the subsidiary of a Swiss group for several years. The Chinese group now wanted to take over the Swiss company completely. The acquisition was intended to extend the value chain with market-leading marine engine technology and create a link to a globally renowned industrial brand. The Swiss organization consisted of R&D, Product Development, Sales & Marketing, After-Sales and Administration.
Managed all M&A processes together with international teams
The interim manager was hired to manage the international M&A process. One of the challenges of this mandate was that the interim manager coordinated, structured and responsibly implemented all processes in both companies and 3 countries (China, Finland and Switzerland). To this end, he formed and led international teams, which he repeatedly visited at their locations for personal meetings.
Strategy development taking into account over 100 years of company history
The purchase of an iconic engine technology from Switzerland by a Chinese state-owned company required a special strategy and a detailed implementation plan. The interim manager worked with the Chinese buyer and the Swiss organization to develop a concept for a non-destructive separation of the engine business from the Finnish group. Together with the international teams, he developed global end-to-end processes to define the cooperation between the Swiss company and the new owner and to generate maximum customer benefit. In doing so, the perspectives of all stakeholders (buyer, seller, Swiss organization, customers, suppliers, politics) were considered - and taken into account where possible.
Managed company valuation, due diligence and price negotiations
Among other things, the interim manager managed the company valuation to determine the price, supervised the due diligence and provided intensive support during the negotiations on the purchase price and contract. The tasks also included a clear communication concept for employees of the "acquired" company. Together with the managers, he defined future tasks and responsibilities as well as retention programs for employees in key positions.
Complex deal structure successfully implemented
The cultural and organizational differences between the two companies led to conflicts, which the interim manager was able to moderate thanks to his international experience (M&A projects in Eastern Europe, the USA, China, India and the Middle East). For example, he used breaks in negotiations to bring both sides back to the negotiating table in background discussions. He also made use of the networks built up on both sides through intensive personal contact. Ultimately, the carve-out was completed satisfactorily for all parties after 18 months. The post-merger integration could begin.
