M&A Cases
Turn your project into a success story!
You are undoubtedly familiar with cases where the value of the deal evaporated, cultures clashed, or the inflow of new employees eventually exceeded retention. If you want your acquisition, integration, or restart to run smoothly — with attention to people, culture, and sustainable results,
please get in touch. We provide practical support at a strategic level.
International IT | Acquisition of UK company
Involvement: Process guidance and on-site presentations
From the outset, this international acquisition took a human-centered approach. Dutch executives and HR traveled to the UK to gain a realistic understanding of the organization, its culture, and its employees. The company had experienced rapid growth, creating inefficiencies. Careful legal, financial, and organizational analysis quickly clarified the areas requiring attention post-acquisition. Given that the previous owners had built the company from the ground up, we deliberately opted for a respectful and careful completion rather than a rushed process.
After closing, all employment contracts were finalized within one week. A compelling introduction presentation was developed, and a tailored onboarding program was implemented. On-site, within 1.5 days, agreements were signed, employee questions answered, presentations held to introduce the new organization, and a welcome dinner was organized. Employees reported feeling immediately at home. One and a half years later, the entire group continues to work successfully within the new organization, a result that confirms trust, connection, and clear communication.
International IT | Acquisition of a start-up
Involvement: Process guidance, restoring trust and communication
Four months after the acquisition, we were brought in due to growing unrest within the organization. The deal had been driven primarily by knowledge acquisition, but the human and organizational aspects had been entirely overlooked. Basic processes were not established: IT, information flows, office layout, role allocation, team structure — even HR had minimal contact with the newly acquired employees.
We immediately organized live group sessions to uncover exactly where things were going wrong. The outcomes served as the basis for a project-based approach, in which employees and managers from both organizations took ownership of the solutions. Progress and trust were ensured through gradually reduced monitoring. The result: employees settled successfully into the organization; some chose to move to smaller environments, but the critical knowledge — the very reason for the acquisition — was retained. Skepticism was transformed into trust, clarity, and collaboration.
Electrical Engineering | Restart after bankruptcy
Involvement: Strategic HR before, during, and after the restart
A post-bankruptcy restart brings tension, emotions, and uncertainty — especially when not all employees can be retained. Our role was to safeguard human value while maintaining clear business frameworks.
We conducted a full legal review, established new employment terms, and interviewed all new colleagues to understand the authentic culture and dynamics, including elements often hidden in boardrooms. Ensuring equality was critical: employees needed to enter the organization as valued colleagues, not as “victims” of the bankruptcy.
Open communication about the causes of the bankruptcy and joint onboarding sessions quickly created connection and clarity. Process agreements were sharpened, and collaboration was immediately structured around the new product in the portfolio. After 1 year, 90% of employees remained in place, including all critical knowledge holders, an exceptional result in a post-bankruptcy scenario.
Commercial Construction | Restart after bankruptcy
Involvement: In-depth interviews, organizational assessment, and post-restart leadership and strategic support
For this company, the official reason for the bankruptcy was only part of the story. Through candid, personal interviews with management and key employees at all levels, we uncovered what was happening beneath the surface, issues rarely voiced but crucial to organizational recovery.
These insights clarified the ideal organizational profile for the restart. We also identified key players who still required leadership support. The restart began with a joint kick-off to embed the new organization, mindset, and desired forms of ownership.
The result: a clear, shared direction embraced by both leadership and employees, and a restart that truly marked a new phase.
Elevator Construction | Integration into holding organisation
Involvement: Strategic HR integration, communication, and implementation
This was not an acquisition but an alignment of operations to the parent company’s model. A larger organization telling a smaller one “how it should be done” is a recipe for resistance.
We ensured the focus remained on the shared goal: how can integration work for both parties? Through consistent, clear communication and protecting the strengths of the smaller organization, a workable collaboration gradually emerged. Processes were optimized, and meeting structures improved, enabling smooth daily cooperation.
After several years, all activities were successfully integrated at a different location, without loss of quality, energy, or motivation.