Here you find a description of a post merger integration project in the Netherlands and Ireland of a financial services business. The buyer is active in the financial services industry and more specifically in aircraft leasing. The CFIE PMI (Post Merger Integration) M&A team helped the buyer in the integration of the acquisition target into it’s own procedures and processes. Find more details on the post merger integration project below.
The strategy of the financial services (aircraft leasing) company was to get access to a larger fleet of aircraft. A larger fleet of aircraft means that more aircraft can be leased to a larger number of aircraft carriers. Another part of the acquisition strategy was to get access to a low taxation location like Ireland. At this time, in 2000, the company was part of Daimler Chrysler and this buyer wanted to grow into financial services for aircrafts. This acquisition fitted into the long term strategy of the buyer that saw a large increase in demand for flight services over the decades to come.
The seller is an aircraft leasing company from Ireland that is active in a tax friendly area (Shannon with a 10% corporate tax rate). The company has grown via acquisitions itself. The Irish company has a fleet of aircraft it leases out to aircraft carriers all across the globe.
The CFIE post merger integration team member in the Netherlands, Govert Derks, is active in business sales and also works on PMI projects. For this PMI project Govert Derks worked in cooperation with an international team of 6 financial and legal post merger integration specialists. The first post merger activity was a defensive move. It consisted of describing in detail all the day to day operations of the aircraft leasing experts in the target company. The idea was that some employees could potentially leave after the acquisition by the financial services buyer from the Netherlands. This was a major risk for the buyer as it needed to ensure that all operations after the acquisition would continue smoothly. A further task was to see which part of the financial operations would be transferred to the headquarters of the buyer at Schiphol airport. This part of the post merger integration process consisted of assisting the employees of the seller that wanted to leave in their day to day work. Their activities were taken over and passed on the (new) employees at the buyer’s location. Once the strategy of the buyer determined that the location in Ireland would stay in place the remaining employees were trained in the procedures of the buyer’s organisation. Along the process many tasks that were lying idle, like depositing annual accounts, were picked up by the PMI (post merger integration) team and brought to completion. Once the company was fully back on track and the target company well integrated in the existing business the PMI (Post Merger Integration) team left again.
Feel free to contact us for further details about this post merger integration (PMI) project in the Netherlands and Ireland. If you want to learn more about PMI please check the section on post merger integration. Feel free to reach out to us as well to get 30 minutes advice during a brainstorm on your PMI (Post Merger Integration) project and how best to approach this.