With over 20 years of experience, Sean leads the M&A and Transaction Advisory group in EMEA.
He focuses on supporting private equity, investors and corporates in driving buy-side and sell-side M&A engagements (through Due Diligence, Integration, Divestments & Carve Outs) as well as portfolio value creation through operating model and organizational transformation, and has particular expertise in driving the acceleration and enhancement of value creation in complex cross-border transactions with expertise in all stages of the deal lifecycle and a wide range of sectors including Business Services, Consumer Products, Industrial and Automotive as well as Technology. Sean started his career in banking working for both Barclays International and Deutsche Bank.
Key Engagements:
- +100 Due Diligence, M&A and Value Creation engagements on behalf of Private Equity and Corporate clients
- Led the work for a major global Private Equity firm in their acquisition of a global information and data services provider. Leading the initial buy-side due diligence that identified a $300M value creation case, to the subsequent post-sign planning and implementation work that expanded the value creation stream into a $450M program, through to the assessment of multiple bolt-ons and divestments and ultimately to the synergy assessment and integration planning of the merger of the asset with one of its leading global competitors resulting in a $100M synergy case
- Led the synergy due diligence and subsequent 12 months of pre-close integration and synergy delivery planning for the acquisition and integration of two sustainable water solution providers; working with the global leadership team to build out a comprehensive integration plan to realize a $100m synergy target
- Led multiple M&A engagements to develop synergy cases in clean team environments for both listed companies as well as private companies including sectors such Automotive, High tech and Industrials
- Co-lead the operating model transformation of a €34 global industrial player to create a new organization structure and the reorganization of 20,000 people into the new operating model design, saving €500m in costs
