Delivering cost-effective, repeatable and high-performing bolt-on/tuck-in business integrations and divestments.

Rely on an experienced M&A integration lead for your upcoming deal

Complement your team with specific M&A integration skills Secure a safe pair of hands to carve out part of your business

Let’s partner!

Jean Paul (JP) Meynard M&A advisory | Due diligence Integration | Divestment | Business transformation

tel. +33 (0)6 32 44 71 29

tel. +61 (0)424 621 057

jp@imperialowls.com

linkedin.com/in/jpmeynard

Focusing on the success of your M&A strategy

The Advisory and Execution services are tailored for the particularities of your acquisitions, divestments and business consolidations.

PRE-DEAL services

Deal strategy review M&A integration strategy and Day 1 readiness Due diligence (IT, commercial, cultural) Virtual Data Room management Transition Service Agreement (TSA) review Stranded costs identification and mitigation Deal pipeline management In-house integration capabilities development Integration Management Office set-up Project governance Day1 integration and communication plan

POST-DEAL services

Capability mapping newCo/divestCo & ParentCo Detailed target operating model creation (people,

process, system, culture) delivering deal synergy integration plan refinement and execution (100-

days, integration, consolidation) Change management (business/ processes) Communication (board, c-level, staff, customers) Business/revenue continuity plan creation Cross-functional teams leadership from day1 TSAs and 3rd party vendor management Integration playbook continuous enhancement

The benefits of partnering with a business integration & carve-out specialist

High-impact Get a go-getter able to hit the ground running with no formal brief, to fix critical issues, and to quickly demonstrate to the Board and key stakeholders that the integration or divestment is under control.

Independent Get a trusted advisor with no involvement in company politics, also able to guide teams as a shepherd, and build bridges across silos.

Professional Get an advisor, a change and project manager in one person, fully focus as the success of the overall project. Those three skills are required to be able to jump in to fill any gaps and manage uncertainties inherent to M&A projects.

Senior Get a leader with gravitas, experienced working with C-level executives and able to handle strongly opinionated managers.

Transformational Get a transition manager, expert in facilitating business process changes, introducing business improvements, communicating with clarity. Essentially, maximizing the executives’ bandwidth to allow then to focus on BAU.

Wide expertise Get a hands-on M&A expert bringing customisable playbooks, war stories, and documented pitfalls. This is your opportunity to upskill your managers in M&A processes

Time focused Get a top performer for not longer than needed. Working an agile way provides a cost-effective to regularly review the progress of the agreed SOW.

Jean Paul Meynard MSc, Executive MBA

Cross-border post-M&A integration and divestment specialist Strategy, Planning and Execution

p r o f i l e

Driver of change, I am passionate about strategy,

and business transformation - with a strong track

record for designing and executing company-wide

transformational programs and successful

domestic and cross-border post M&A integrations

and divestitures.

Accustomed to complexity and ambiguity within

large transformation programs. [Unibet, executed a

4-year compliance program enabling continued

operations in 6 newly-licenced countries]

Identified critical operational concerns and

challenged priorities in post M&A technical and

business integration. [1Spatial, CHEP, Tabcorp:

Target Operating Model, business continuity]

Driven pre-deal due diligence processes

isolating possible hidden issues. [1Spatial: DD

support, Unibet: carried IT DD]

Resolved integration uncertainties though Agile

planning and execution, providing confidence,

clear actions and deadlines to the teams. [1Spatial,

CHEP, Tabcorp: 300+ tasks delivered by 10+

cross-functional teams]

Led, engaged and motivated project teams

across functions at all levels to achieve common

objectives, embedding change management

deeply into the integrations. [CHEP: led APAC go-

live business readiness workshops involving 40+

operational managers]

Built out and continuously improved

capabilities, instilling commitment to best

practices, training and coaching staff. [Unibet -

multi-site project office set-up, staff coaching]

e d u c a t i o n

Executive MBA - Strategy & Innovation

Imperial College Business School, UK | 2014

Pre-Doctoral Degree in Real Time Systems

Linköping Technology Institute, Sweden | 2000

Master of Science, Software Engineering

UTBM, France | 1998

c a r e e r h i g h l i g h t s

ImperialOwls Consulting Jan 04 – current Founding Partner Business Transformation Practice

Main clients: Unilever, Consumer goods (Singapore)

1Spatial, Geospatial software (UK, France)

CHEP, Logistics & supply chain (Australia)

Tabcorp, E-gaming (Australia)

Unibet, E-gaming (UK, Sweden)

Neural Technologies, Fraud detection (UK)

Wyde Inc, Insurance software (France)

Vodafone, Telecoms (UK)

Amdocs, Telecoms (France)

e x p e r t i s e

IT due diligence – M&A playbooks –

Target Operating Model (TOM) –

Transitional Service Agreement (TSA) –

Synergy realisation – Business continuity

c e r t i f i c a t i o n s

Agile Program Manager (APMG)

3PO Manager

MSP Program Manager

PMI Project Manager

Prince 2 Practitioner Project Manager

ACAMS Anti-Money Laundering Specialist

Post M&A integration case study 2021

M&A advisor for the acquisition opportunity of an APAC company

Sector

Consumer Goods

Services delivered Business Case Due diligence

Workstream management

Countries involved Singapore

APAC

Deal size Buyer’s market cap: £108b

Target’s valuation: confidential

• Appointed as M&A advisor to lead and coordinate the

end to end diligence work for the internal M&A process,

the assessment of the target, the recommendations, and

coordination of stakeholders.

• Performed commercial due diligence on the Target

including Information Memorandum and market

analysis.

• Participation to discussions with Target’s management

team.

• Analysed the potential transaction opportunities, with a

particular focus on alignment with Unilever’s purpose

and strategy.

• Coordinated the preparation of a non-binding, indicative

offer with Unilever local and global functional teams.

Post M&A integration case study 2019

Acquisition and integration of GEOMAP-IMAGIS into 1Spatial Group

Sector Geospatial Software

Services delivered Due diligence

Corporate culture assessment

Target Operating Model Workstream management Change & communication Cross-border integration

Integration playbook

Countries involved UK

France Tunisia

Deal size Buyer’s market cap: £34m

Target’s valuation: €7m

• Advised CEO and MDs of a AIM-listed company in the

due diligence phase of a business critical cross-border

transactions.

• Designed, planned and executed the end-to-end

business integration of the target, GEOMAP-IMAGIS (70

people In France and 40 in Tunisia.

• Set up the Integration Management Office to ensure

strong governance, and communication to all

stakeholders.

• Designed and launched an organisational culture survey

across the acquiring and acquired companies.

• Developed the Target Operating Model for the business

and technical integration of Geomap-Imagis into

1Spatial FR/BE.

• Planned the different phases of the integration project:

pre-deal, first 100 days, and integration Phase 1.

• Established and executed the post-merger day-to-day

integration and change management activities with

Geomap-Imagis and 1Spatial Group functional leaders.

Post M&A integration case study

2017 -2018

Business and technical integration of Pallecon Solution APAC entities into CHEP

Sector Logistic, supply chain

Services delivered Target Operating Model

Work Stream Management Change & communication Stakeholder management Cross-border integration

Countries involved Australia

New Zealand Singapore Malaysia Thailand

Deal size Buyer’s market cap: £9.9b Target’s valuation: €135m

• Developed the Target Operating Model for the business

and technical integration of Pallecon APAC entities into

CHEP.

• Created an Agile integration plan supporting 8 cross-

functional initiatives involving Finance, Commercials,

Sales, HR, Supply Chain, Marketing, Legal, and IT (SAP

teams).

• Established and executed the day-to-day integration and

change management activities with functional leaders

across Pallecon, CHEP and Brambles.

• Developed and executed the change management plan

covering internal communication, executives buy-in

strategy, staff training, change support to APAC line

managers.

• Set up the Integration Management Office to ensure

strong governance, and communication to all

stakeholders.

• Facilitated the amalgamation and business sale of

Pallecon APAC entities with external legal and tax

counsels, preparing the business and employee transfer

in accordance with local regulations.

Post M&A integration case study

2016 -2017

Acquisition and Integration of Intecq into Tabcorp, divestment of Odyssey Gaming

Sector Gaming systems

Services delivered Integration Management

Office Day 1 readiness

Target Operating Model Agile integration planning

Work Stream Management IT integration

Stakeholder management Divestiture

Countries involved Australia

Deal size Buyer’s market cap:

AUD 9.5b Target’s valuation:

AUD 115m

• Finalised the acquisition of Intecq (ASX:ITQ) by Tabcorp

(ASX:TAH), coordinating 10 functional workstream

leads (GM), obtaining ACCC and regulatory approvals,

while simultaneously preparing Day-1 plan.

• Created and led the Integration Management Office,

ensured regular communication across all stakeholders,

solved cross-functional and corporate-BU issues.

• Formulated the business objectives through a detailed

Target Operating System.

• Set up the integration program, managed cross

functional teams, defined and directed 25 initiatives and

300+ integration tasks through Agile planning.

• Led the integration/migration of critical IT backend

systems with IT suppliers (Oracle, Cap Gemini, Telstra,

HP).

• Ran the IT analysis of the divestment of Odyssey

Gaming, Intecq’s casino servicing business, post-

acquisition following request from competition

watchdog. Established Intecq’s future target operating

model and quantified stranded costs. Prepared the

TSAs with the Tabcorp Legal team.

Post M&A integration case study 2012

Technical integration of Betchoice into Unibet

Sector Online gambling

Services delivered Day 1 readiness

IT integration Product deployment

Stakeholder management Cross-border integration

Countries involved UK

Sweden Australia

Deal size Buyer’s market cap: £512m Target’s valuation: £13.6m

• Facilitated the product gap analysis after the acquisition

Betchoice Pty Ltd, by Unibet (now Kindred, CPH: KIND-

SDB).

• Planned the integration of new betting products into the

Australian business.

• Led the project team implementing the technical

integration

• Facilitated communication and solving issues between

the acquired company and Unibet teams.

“” -

Post M&A integration case study 2012

Acquisition and technical integration of Eurosportsbet into Unibet

Sector Online gambling

Services delivered Day-1 readiness

IT integration Product deployment

Cross-border integration

Countries involved UK

Sweden France

Deal size Buyer’s market cap: £404m Target’s valuation: €9.5m

• Performed the due diligence of IT systems and contracts

during the acquisition of Solfive SA, France by Unibet

(now Kindred, CPH: KIND-SDB).

• Organised the Day 1 readiness plan and identify quick

wins to create a positive momentum

• Led the project team implementing the technical

integration

• Facilitated communication and solving issues between

the acquired company and Unibet teams.

Introducing the Integration Engine

The key to managing complexity and uncertainty: An Integration Framework consisting in 3 interrelated work streams

running in parallel from pre-deal to integration completion.

SETTING THE COURSE: GOVERNANCE, PRE-DEAL PREPARATION, QUALITY ASSURANCE

GOVERNANCE DATA GATHERING COMMUNICATION

Set up integration management office

Appoint steering committee Gather project team Agree roles and

responsibilities Agree decision making Define success criteria

(short/long terms) Identify cross-functional

teams Define synergy tracker

Get due diligence reports (assumptions, issues, risks)

Get high-level integration plan Get high-level target operation

model (people, process, org, system, culture)

Get deal synergies Get budget, investment costs Understand M&A process

maturity (buy and sell sides) Set integration course Map stakeholders

Set up online Information sharing Define reporting (sponsor,

stakeholders, steerco) Understand corporate

communication (message, channel, goal. media)

Establish approval chain

INTEGRATION PLANNING AND EXECUTION: SYNERGIES AND BENEFITS REALISATION

AHEAD OF DAY 1 FIRST 100-DAY PLAN CONSOLIDATION

Pass regulatory hurdles Finalise deal

(legal/cosec/finance) Document deal rationale Define integration charter Prepare site visits Prepare staff FAQs Announce deal Initiate T.S.A with sell-side

Run due-diligence follow-up Audit actual compliance Audit inter-company transactions Create T.O.M Kick off the Integration Define and set up workstream

charters Plan and achieve quick wins Culture – get to know each other Complete contract novation

Refine T.O.M Realise full synergy plan Integration business functions

(HR, legal, ICT, Sales, etc.) Merge cultures Close legal entities Capture integration lessons

learned/update playbook Manage and exit T.S.A

BUSINESS TRANSFORMATION: CHANGE, TRANSITION AND CONSOLIDATION

BUY-IN COACHING RESISTANCE COMMUNICATIONS TRAINING

Provide integration roadmap

Ensure management commitment

Support process change

Ensure new org is fit for purpose

Walk the talk

Deliver message for managers

Explain nice-to have vs. must-have

Facilitate process review

Refine new tasks and resps.

Prepare individual answers to concerns

Identify road blockers

Develop workaround

Discuss role evolution

External comms plan

Internal comms plan

Emphasize data security and privacy

Repeat the why, what and how

Identify competence gaps

Explain, simulate, deploy and test

Develop culture awareness

Post-training assessment

Business integrations are disruptive. Period.

Expect your integration to disrupt operations and hamper business continuity. Do not underestimate the preparation and work required to manage a successful integration—they can be ugly, time consuming, and contentious.

What is the M&A maturity and readiness of your executive team?

Most common integration mistakes Main consequences

#1. Lack of Pre-Planning • Integration gets off to a slow start and never recovers

• Synergy targets fails to be delivered • Employee morale and retention issues appear

#2. No Formal Integration Strategy • Integration efforts may be incongruent with operating strategy

• Functional leads are unable to prioritize integration workstreams

• Integration takes longer than expected, and may even require a “do over”

#3. Failure to Prioritize Work streams • Functional leads get frustrated and deprioritize integration work

• Low value” workstreams dominate activity • Integration milestones slip

#4. Senior Leadership Void • Confusion at senior exec level as to who “owns” the integration work

#5. Poor Communication Planning • Employee morale negatively impacted as they are “kept in the dark

• Customers are confused as to next steps and become prime targets of competitors

• Top performers defections increase

#6. Poor Synergy Program Management • Deal fails to deliver on targeted value. Cost overruns

• Synergy targets get dispersed among functions and become impossible to properly monitor

#7. Inadequate Resourcing • Delays in execution. Burnout and resentment of integration work

#8. Lack of End-State Transition • Open-ended integration workstreams disappear in B.A.U.

• Open-ended integration workstreams become huge headaches for functional leads

#9. Poor Organizational Planning • Employees become demotivated, morale suffers due to fear of unknown

#10. No Formal Measurements • Integration competency becomes static, never improving, getting worse

Sharing M&A knowledge

I am passionate about the dynamic of M&A and their challenges. Check out my latest articles on https://www.linkedin.com/in/jpmeynard!

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