Deloitte
Website:
deloitte.com
Job details:
SRT- DTPMI | FS M&A
The team
Businesses are continuously exploring opportunities to grow / rationalize costs and mergers and acquisitions, or carve-outs through separations and divestitures, are among the most complex business activities an organization will undertake. Deloitte’s global network of consulting
practitioner’s help clients identify and solve their most critical information and transformational challenges. With market-leading expertise in 17 industry segments, superior business transformation capabilities, and deep technical expertise, our global network of more than 33,000 consulting practitioners create unmatched market offerings to solve our clients’ toughest business issues.
Mergers & Acquisitions team helps strategize, design, and implement end-to-end solutions for successful transactions, from advance-planning to post-transaction restructuring. The team helps drive performance for businesses in every key M&A-related function: project management, commercial activity optimization, operations and supply chain, IT systems, human capital management, and finance activities. Learn more about our Strategy & Transactions Practice
Your work profile
Professionals in M&A group offer both advisory and deployment services that provide clients with comprehensive solutions to help them better manage the critical business functions.
We accomplish this mission through continued development of people in our Strategy, Risk and Transactions - M&A: Deal Transformation and Post Merger Integration
The primary role is to make direct contributions to the engagement team by assisting financial services clients (preferably banking) on Organization Readiness and integration or carve-outs in a deal / M&A scenario.
Delivery of specific capability in FS M&A: DT & PMI
Organization readiness in a post deal integration:
- Understand the integration vision and strategy set out in the deal objective
- Work with C-suite executives, business and internal firm stakeholders to identify integration guiding principles
- Identify the target operating model, organization construct and governance model for the consolidated entity
- Evaluate the considerations for organization readiness for interim (Day 1 /100), desired end state
- Establish Day 1 / Day 100 checklists and workplans
- Contribute in Integration Management office (IMO) for end-to-end program management of workstreams involved in the Integration process
Integration support for post-deal activities:
- Program / Integration/ Transformation management office planning and readiness
- Day 1 / 100 Readiness planning
- Assess the IT landscape and identify the areas of synergies / dis-synergies
- Vendor evaluation and selection
- IT spend analysis (including vendor contract reviews for any hidden transactional costs), provide recommendations on the cost efficiencies
- Bid formulation and vendor management
- Facilitate execution of the post deal integration of IT operations and organization
Carve-out and separation:
- Develop the separation strategy and assess the separation readiness
- Evaluate financial and operational entanglements / interdependencies
- Identify the operating model, organization construct and governance model for the re-structured entity
- Evaluate the considerations for organization readiness for interim (Day 1 /100) and desired end state
- Establish Day 1 / Day 100 checklists and workplans
- Contribute in managing the Separation Management Office (SMO) across the workstreams
- Assess the TSA requirements, prepare TSA schedules and TSA exit strategies
- Cost modelling for one-time and recurring costs due to separation (stranded cost, standalone costs etc.)
- Define step- wise separation road map
Commercial and Operational Diligence and Transformation:
- Evaluate the strategic and commercial feasibility of a deal / transaction
- Evaluate the current business capabilities and identify red flags on operational issues/risks
- Assess the Post deal consolidation and transformation opportunities
- Leverage industry best practices and Deloitte accelerators to define methodological approach to consolidation / separation
- Undertake detailed functional integration planning (e.g. Sales and Marketing, operations, Finance, IT, HR etc.) for Day 1 /100 and End state
- Support delivery of functional plans
Synergy / dis-synergy assessment & delivery:
- Identify areas of potential synergies / dis-synergies and establish the degree of integration required
- Define road map for delivery of synergies and advise on synergy benefits tracking
- Work with functional leads on Synergy realization
Key skills required:
- Candidate should be able to demonstrate experience of working on large transformations including pre-deal or post-deal M&A transactions in FS / banking space
- Candidate should possess good knowledge of banking value chain from a business standpoint including experience of working within one or more banking functions, or as an advisor working with one or more banking functions
- A strong and demonstrated interest in consulting with 3 - 12 years of relevant experience in financial services industry preferably banking
- Relevant understanding of technology landscape of a FS / banking organization would be a key differentiator
- Excellent academic credentials for both undergraduate and graduate coursework. MBA preferred
- Strong advanced MS Excel and MS PowerPoint skills
- Outstanding interpersonal and communication skills, both written and verbal
- Leadership qualities and the ability to mentor junior consultants and analysts
- Willingness and ability to take initiative and learn independently
- This role involves travel
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