1. M&A Project
A Program at an Editorial Retail in which I acted as contractor and was responsible for an M&A PMO.
The PMO was in charge of the whole transition since the beginning from evaluation and the
negotiation of the sale transaction to the effective execution transfer of the operation to the other
company. The scope was strategic, tactical and operational and evolved the entire company:
activities from contract establishing, pre-closing activities, such as acting at pending issues in
contractual parties, trademarks transfer, escrow, rights assignments, specific activities with authors,
regulatory bodies, activities with each company's areas like finance, legal, human resources, each of
the editorial areas, compliance, governance, facilities, IT, among others. The program required the
teams works formation to monitor, support, information collection, KPIs creation, execution, correct
reports of all these work to the committees boards and to the president.
A simple, but important example was a goal "to have positive P&L at the contract closing, if it was not
the company would have to pay a penalty”. So they were mapped and created KPIs to all areas
involved in order to monitor them, there were create team works related to all activities needed to
achieve this goal so we could ensure nothing was just in people mind, and there were a thousand
examples like that.
As part of the final delivery, a Shared Services Center was set up, also as part of the scope of the
PMO responsibility. A large part of the team and infrastructure (with the exception of the physical
space) was includes in the CSC (70% defined by contract) was transferred from one company to
another, everything was mapped, defined and executed like amount of resources, scope of services,
SLA, etc.
From the IT point of view, there were evaluation of infrastructure contracts for hosting servers, cloud
services, customization of numerous legacy systems. Legacy systems and documentation were
structured, since by contract they were delivered to new company, as well as the Third Party Systems
that were necessary to conduct the new operation. In order to assist in this process, a external
consultancy was hired.