Gear slippage with strategic execution is a universal norm—but, it does not have to be Limitations of the traditional Project Management Office (PMO) Establishing ‘force multiplication’ for PE Operating Partners Best practices for post-merger integration can be applied across the enterprise Creating a “Culture of Execution” where managers embrace getting things done Building healthier companies by teaching companies to execute rather than “taking over” There is a better way: the ‘Change Management Acceleration Process’

1. Moderator: Alexander B. Kasdan, Senior Managing Director, DelMorgan & Co.
Panel:
• Harry Gray, Special Advisor, The Lucas Group
• Greg Calaman, Special Advisor, The Lucas Group
• Richard Lindenmuth, Expert-in-Residence, The Lucas Group
• Neil Morganbesser, President, DelMorgan & Co.
© Copyright 2018 Expert Webcast – All Rights Reserved
EXECUTION EXCELLENCE –
POST-MERGER INTEGRATION
January 9, 2018

2. 1
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3. 2
MODERATOR: Alexander B. Kasdan, Senior Managing Director,
DelMorgan & Co., brings more than twenty-five years of senior-level Wall
Street advice to middle market companies, entrepreneurs and institutional
investors. He has extensive experience in investment banking, corporate law
and restructuring at world’s leading firms, including Credit Suisse First Boston,
O’Sullivan Graev & Karabell LLP (now O'Melveny & Myers LLP), Battle
Fowler LLP (now Paul Hastings LLP) and Schlumberger Ltd., and as a
founding partner of Convergence Capital Partners. Alex has worked on more
than 100 domestic and cross-border transactions in North America, Europe and
Africa.
Alex is a Senior Advisor to Governance and Transactions LLC, an advisory firm
established in 2003 by Mr. James L. Gunderson, former Secretary and General
Counsel of Schlumberger Limited, to assist boards, management and owners
with corporate governance, compliance, structuring and strategic transactions.
Alex is a frequent moderator and an interviewer at Expert Webcast roundtable
discussions attracting business leaders and leading professionals from around
the world.
Alex graduated magna cum laude from Middlebury College with a B.A. degree
in Economics and Italian and was elected to Phi Beta Kappa during his junior
year. In addition, he holds a J.D. degree from Columbia University Law School
and has studied at the University of Florence in Italy.
100 Wilshire Blvd.
Suite 750
Santa Monica, CA 90401
+1 310 980 1718 mobile
+1 310 935 3826 office
ak@delmorganco.com
www.delmorganco.com

4. 3
Panelist: Harry Gray is former Managing Partner and current Special Advisor to The Lucas Group, a Bain &
Company spin-off that primarily serves private equity firms as well as divisions of Global 500 companies with
due diligence, growth strategy, performance improvement and merger integrations.
Harry has a strong track record of driving growth and increasing profits as an executive in general management
roles that have spanned the consumer, retail, food, aerospace, B2B, energy, and technology sectors—from
multi-billion dollar P&L leadership roles, including Chief Transformation Officer of a Fortune 500 company, to
CEO/COO/CFO-level roles at middle market portfolio companies of leading investment groups.
Harry was a senior private equity professional and portfolio company strategy leader at a $35 billion global
investment firm where his responsibilities included board governance, strategy development, corporate finance,
as well as post-merger integration and hands-on deployments as a portfolio company executive to spearhead
growth and profitability initiatives.
Harry was a corporate finance professional at two leading investment banks; first at Alex Brown & Sons, the
nation’s oldest investment bank, and then as a Vice President at Wasserstein Perella & Co, a top-tier M&A
firm. He advised numerous public and private corporations on matters of competitive strategy, restructurings,
debt and equity capital markets, and M&A.
Harry was a commissioned military officer. In addition to various combat-line and staff responsibilities, he was
a US Treasury Agent by way of a federal disbursing officer appointment. He was also handpicked for the US
Navy’s elite warship construction program at General Dynamics.
Harry is an Adjunct Professor and Resident Fellow of The University of Texas at Dallas. He has provided
corporate performance expert testimony in court and authored numerous articles in Institutional Investor, as
well he is a subject matter expert in strategic execution and pioneered the ‘CHAMP methodology’—a superior
process for strategic plans, project management, post-merger integration, 100-day plans, and change
management.
Harry is a graduate of the US Naval Academy (BS) and Columbia University’s Graduate School of Business
(MBA), where he was the Bibeault Scholar.
535 Fifth Ave, 4th Floor
New York, NY 10017
United States
harry@executiongurus.com
+1-214-280-7275

5. 4
Panelist: Greg Calaman is former Managing Partner and current Special Advisor to The Lucas Group, a Bain &
Company spin-off and corporate strategy firm that advises leading private equity firms, as well as divisions of Global 500
companies. Greg led delivery of the firm’s most critical assignments for numerous top-tier clients such as Warburg Pincus,
CVC, and Bain Capital. Greg advises board of directors in many sectors – retail/consumer, industrial/manufacturing, business
services, finance, technology, healthcare, and energy – and on all engagement types – diligence, growth strategy, and
performance optimization. Deals on which he has led diligence or growth strategy work have been featured in the Wall Street
Journal.
Greg has held several senior executive positions including Group VP, GM, and Head of North America for Definiens, a Nobel
Laureate-founded, global life sciences software company where Greg drove sales, set strategy, and built a winning culture.
Greg also ran iArmor, Inc., a health-tech company and healthcare industry pioneer that he founded to pursue a radical new
business of monetizing continuous physiological information on at-risk outpatient populations. Greg was part of pre-IPO
management at BEA (c/k/a Oracle Corporation), the fastest software company to reach $1B revenues. At Computer Sciences
Corporation, he worked with life sciences clients and consumer products companies on business reengineering and
transformation activities. At Donaldson, Lufkin & Jenrette (c/k/a Credit Suisse), Greg led a strategic engineering function that
deployed technologies to drive competitive advantage, including the first all-digital trading floor on Wall Street.
Greg has led major aspects of the onboarding and integration of some of the largest and most complex acquisitions as well as
multi-billion dollar divestitures. As PMO leader at a Fortune 50 and member of the broad leadership team, he led the
deployment of hundreds of millions of dollars in investment capital against high-ROI, internal investment opportunities,
spearheaded M&A integration work, and contributed to delivering nearly $1B in EBITDA improvement through execution
initiatives.
As a commissioned officer in the US Navy, Greg served in leadership roles onboard one of the Navy’s most advanced warships
with direct responsibility for missions and high-trained personnel early in his career. Before serving in the surface combat
fleet, Greg created a system to improve the timeliness and breadth of personnel information delivered to the US Naval
Academy’s field admissions officers.
Greg is a subject matter expert in strategic execution and pioneered the ‘CHAMP methodology’—a superior process for
implementing strategic plans, project management, post-merger integration,100-day plans, and change management. Greg is
an innovator who has leveraged technology to create new businesses and enhance corporate competitiveness and is the inventor
of US Patent # 6,294,993, “System for Providing Personal Security Via Event Detection”.
Greg is a US Naval Academy graduate with a BS in Aerospace/Astro Engineering and was sponsored by BEA Systems to
attend The Wharton School of the University of Pennsylvania. He served on the Advisory Council for Executive & Corporate
Education at Drexel University’s LeBow College of Business and on the Advisory Board of The Trestle Group Foundation – an
NGO focused on enabling entrepreneurial women in developing regions.
535 Fifth Ave, 4th Floor
New York, NY 10017
United States
greg@executiongurus.com
+1-201-788-7286
@gregcalaman

6. 5
Panelist: Richard Lindenmuth, Expert-in-Residence, The Lucas Group, is corporate
performance advisor to many of the nation’s premiere private equity and investment firms and a
serial Chief Executive Officer in a number of industries, with business models ranging from high-
technology and services to heavy- and basic-industries. He has more than 30 years general
management experience in domestic and international operations, and he is noted for his
comprehensive execution skills in both high-growth and distressed environments. He is also an
Expert-In-Residence at The Lucas Group, a Bain & Company spin off.
Prior to leading sponsor-backed companies, Dick’s corporate leadership experiences were broad and
international. He began his career at Singer in treasury and international finance, where he advanced
rapidly to General Manager and Head of The Middle East and Africa. He was also the Director of
International Operations for Bendix Automotive, where he helped spearhead industry-changing joint
ventures, such as RENEX (Renault and Bendix) and brake manufacturing operations in Korea for
Hyundai. He also forged through post-merger integration the acquired technology companies that
were part of Burroughs (now Unisys) into one strategic unit.
Dick was President of ITT’s Business and Consumer Communications Group, where he led 20,000
employees through rapid deregulation and grew the revenues four-fold to record profitably in record
time. After his successful turnaround at ITT, the company was sold and is now part of Alcatel.
He is an avid athlete, having played college football and achieving a black belt in several martial
arts. He enjoys flying, and occasionally volunteered as a licensed commercial pilot for Piedmont
Aviation.
Dick speaks fluent Italian, French, and Spanish and is conversational in other languages, which he
acquired throughout his multi-decade international career.
Dick is the best-selling author of The Outside the Box Executive and The International
Executive. He earned his MBA at the Wharton School and is a US Navy Special Forces Veteran.
+1 (919) 889-3851
richard@vertopartners.com
www.vertopartners.com

7. 6
Panelist: Neil Morganbesser is co-Founder and President & CEO
of DelMorgan & Co. where he provides senior leadership within the
firm and helps oversee all client engagements. Mr. Morganbesser is
also CEO of Globalist Capital LLC, DelMorgan’s broker-dealer
affiliate. Mr. Morganbesser has over 27 years of experience providing
financial and strategic advice to a full range of clients, including
entrepreneurs, large corporations, governments, family businesses,
private equity funds, and special committees of public companies.
Until May 2008, Mr. Morganbesser was the head of West Coast and
Asia Mergers & Acquisitions at Bear Stearns & Co., as a Senior
Managing Director based in Los Angeles. Prior to joining Bear Stearns
in May 2001, Mr. Morganbesser was an investment banker in the
Mergers, Acquisitions and Restructuring Department at Morgan
Stanley (in New York and Los Angeles). From 1990-1993, Mr.
Morganbesser was a corporate and M&A attorney at Wachtell, Lipton,
Rosen & Katz.
Mr. Morganbesser graduated with an A.B. magna cum laude in Applied
Mathematics / Economics from Harvard University (Phi Beta Kappa)
in 1986 and received his J.D. and M.B.A. degrees (Order of the Coif,
with honors) from Stanford University in 1990.
100 Wilshire Blvd.
Suite 750
Santa Monica, CA 90401
(310) 319-2000
nm@delmorganco.com
www.delmorganco.com

8. 7
MAJOR TOPICS:
• Gear slippage with strategic execution is a universal norm—but it
does not have to be
• Limitations of the traditional Project Management Office (PMO)
• Establishing “force multiplication” for PE Operating Partners
• Best practices for post-merger integration can be applied across
the enterprise
• Creating a “Culture of Execution” where managers embrace
getting things done
• Building healthier companies by teaching companies to execute
rather than “take over”
• There is a better way: the “Change Management Acceleration
Process”