Navigating mergers and acquisitions (M&A) and divestitures requires a specialized approach. At GEP, we understand the challenges businesses face — from spend harmonization and clean-room data handling to vendor and contract management.
Our strength lies in identifying synergy savings and facilitating a frictionless merger of people, processes and technology to achieve seamless integration, sustainable synergy and market expansion.
We leverage AI-powered software, strategic consulting and a dedicated team to drive digital transformation and maximize M&A value so that the merged entity thrives.
M&A Services for High-Impact Value
Our Integration Management Office ensures seamless collaboration and strategic alignment from initial due diligence to post-merger integration, helping unlock value from day one.
Secure Clean Rooms
We help set up secure cloud-based environments for safe, efficient information exchange between the merging entities. Our AI-enhanced clean rooms ensure compliance and speed without sacrificing security.
Rapid Synergy Execution
GEP deploys seasoned experts and AI-first software to identify procurement and operational synergies. Our tailored approach speeds up impact and delivers quick wins.
Organizational Design
We develop and implement a new blueprint for procurement and supply chain that aligns with strategic business goals, ensuring the right capabilities are in place from day one.
Divestiture Strategy and Execution
GEP supports enterprises through strategic divestitures, optimizing operational transitions to preserve value and ensure business continuity.
Post-Merger Capability Building
We equip clients with skills and tools needed to build a robust, unified company culture and operational framework, ensuring sustainable success for the new enterprise.
ESG Impact Acceleration
GEP helps aggregate emissions baseline data, identify synergy opportunities to reduce emissions, streamline contracts and rationalize vendors to meet ESG targets.
Unlock M&A Success With GEP's Proven Expertise
GEP’s deep M&A experience and AI-driven strategies deliver tangible results across industries. From synergy assessments to advanced technology integration, we ensure sustainable growth for your business.
Why Choose GEP
- Broad M&A experience: Our rich M&A expertise spans industries and deal types
- End-to-end expertise: We consider risks, implications and best practices across the M&A lifecycle
- AI-first strategy: Contract analysis and supplier/contract/terms synergies
- Sustainable M&A capabilities: We empower clients to build lasting internal M&A capabilities for future success
- Holistic M&A results: Our extensive knowledge across disciplines ensures strategies lead to real-world outcomes
- Advanced technology integration: Our technology framework supports project management, including AI synergy assessment, execution and risk management as well as AI-enabled clean room platforms to enhance M&A outcomes
- Pragmatic implementation: Decades of experience has refined our transformation plans to guarantee impactful results
- Deep industry insights: We tap into our global network of experts across various industries, ensuring your M&A strategy not only succeeds but also provides a competitive advantage
Our Track Record
- Established a clean room and governance model for a large international packaging company defining unified spend taxonomy with AI classification and delivering over $120 million in savings across categories.
- Developed a synergy assessment and execution plan across various service categories for a global manufacturing and pharma company, achieving over 7% in savings and ensuring business continuity during transition.
- Integrated people, process, technology and governance for a top chemicals company, creating a $250 million synergy savings road map over 18 months, including 68% supplier consolidation.
- Accelerated synergy capture for a specialized biopharma company, managing over $10 billion in annual spend and delivering $500 million in savings over three years, achieving 15x return on investment.
- Managed the divestment of a large business unit for a global agrochemicals company, separating 7,000+ contracts, establishing risk management processes and delivering $55 million in de-synergies within six months.
