Project Details
Client Background
The Telco company was a serial acquirer with an established Corporate Development team and well-defined M&A and integration processes .The client engaged VK Consulting to primarily own and execute the integration of a CCO and handle the nuances of integrating a different type of business in a foreign geography leveraging our expertise in tailoring processes based on their particular environments and agile approach.
Engagement
VK Consulting was engaged by a North American Telco company acquiring a Call Center Operations (CCO) Provider to lead the efforts of Integrating the business, assessing and realizing the synergies
Significant Milestones and Value to Client
• Successfully developed and executed acquisition integration strategies for the CCO Provider within IT Healthcare, Security, and BPO, valued at a total of $250M, with a total integration budget of $2M.
• Managed cross-functional integration for the CCO Provider, achieving specific program milestones, including scaling sales, implementing product roadmap and go-to-market strategies, technology uplift, and ensuring financial and regulatory alignment.
• Effective team leadership, and meticulous execution significantly contributed to the CCO Provider’s growth and operational excellence, establishing measurable success and enhanced synergies post-acquisition.
Scope of Services
• Successfully streamlined the M&A gating process and developed an M&A project portal for the CCO Provider. This optimization resulted in a notable 20% increase in the efficiency and productivity of the M&A IMO.
• Lead iterative workshops during Due Diligence and crafted post-close integration strategies tailored for the CCO Provider. This included identifying project scope, timelines, risks, and budget requirements in the range of $1M
• The execution phase involved aligning post-close integration plans with necessary controls and governance, maintaining focus on the business, building positive momentum, and minimizing disruption to clients. Establishing a program governance process and delivering executive program updates were integral components.
• Established a cross-functional M&A team of 15+ people, drawing resources from both the Acquirer and the CCO Provider. This included outlining project work streams, confirming primes, and securing resource plans and establishing KPIs to measure success and synergies post-acquisition, covering overall deal economics impacts
