A telehealth company announced its largest acquisition and required expertise to introduce, implement and manage an integration process.
A global manufacturer of outdoor sports and recreation products was in the beginning of executing their strategic plan to rationalize their product portfolio and needed divestiture expertise to support the sale process.
In preparation for active inorganic growth, a sportswear manufacturer requested a robust integration structure and governance model to maximize the value on upcoming transactions.
A major semi-conductor company is divesting a non-core subsidiary as an asset sale for cash. The deal included an asset purchase agreement (“APA”), transaction services agreement, and supply agreement
A PE firm acquired a portfolio company and required an assessment of the IT landscape to set a scalable foundation for future organic and inorganic growth.
A PE company had acquired 3 different companies, a division of a Fortune 500, a privately held company and a publicly traded company, over the course of a year and were rolling out a new corporate brand and identity.