Use case: Post-merger integration & carve-out (Interim Executive) – MedTech & Life Sciences

After an acquisition or carve-out, integration quality and speed determine the true value of the deal. I provide interim leadership to stabilise operations, structure the programme and realise value—without risking customer trust and compliance.

Schedule an introductory call Approach: From entry to impact

What this is about

PMI and carve-outs are high-pressure phases where business continuity, customer communication, system/process integration and organisational design run in parallel—often alongside a strategic reset. In regulated environments, every decision must remain compliant and operationally feasible.

I structure integration as an executable programme with clear workstreams, responsibilities and measurable progress—focused on stability, speed and sustainable value creation.

Typical engagement triggers

Acquisition: integration of teams, commercial model, portfolio or regions
Carve-out from corporate structures with Day-1/Day-100 pressure
Buy-and-build in a PE portfolio (harmonisation of models, systems and teams)
International scaling following funding or ownership change
Synergy targets at risk due to missing governance and unclear workstreams
Market risks: customer uncertainty, churn risk, service instability

My contribution: outcomes & deliverables

Integration roadmap: 30/60/90-day plan with a robust delivery structure.
Day-1 / Day-100 readiness: priorities, dependencies and ownership in place.
Commercial integration: harmonise go-to-market, pricing, KAM and distributor logic.
Operating model: clarify interfaces, decision paths and steering routines.
Realise synergies: increase efficiency, reduce duplication—without losing customers.
Communication & stability: stakeholder management and team/customer communication.

Approach: effective from day one

Orientation & clarity: align objectives, scope, stakeholders and risks.
Focus & prioritisation: define high-impact levers and assign workstream ownership.
Execution & governance: establish cadence, KPIs, decision routines and tracking.
Stabilisation: strengthen teams, interfaces and operational collaboration.
Transfer: anchor routines and enable sustainable handover.

More details

First days in the mandate S-I-G model

FAQ

What are the most common PMI mistakes?
Missing governance, too many parallel initiatives, unclear responsibilities and delayed customer communication. PMI must be led as a programme with cadence and measurable deliverables.

How do you protect revenue and customer trust during integration?
Through clear account prioritisation, stable customer-facing ownership, coordinated communication and reliable execution across commercial and operational workstreams.

How quickly does progress become visible?
Typically within weeks: a clear roadmap, execution rhythm, workstream ownership and first delivered measures with measurable output.

Next step

If an integration or carve-out requires immediate stability and leadership, we can clarify in a short briefing whether and how interim leadership is the right solution.