Statistics show that 70%-90% of mergers and acquisitions fail. How can a company ensure that its deal falls into the other 10%-30%? In my experience, the formula involves one part overall deal strategy, five parts robust operational planning and twenty parts executional rigor. As a seasoned M&A executive, I help industrial manufacturing companies execute their largest, most transformative deals and realize deal objectives by focusing on the latter two elements of the success formula. I establish separation and integration programs aimed at challenging the status quo, designing organizations, processes and systems to work in new ways and fostering collaborative execution across each company. I have done this on some of the largest and most complex deals, such as those at United Technologies, Honeywell, GE Energy and Air Products, as well as on smaller deals with massive organizational impact, splitting companies in half and integrating acquisitions twice the size of the buyer. I helped close private equity deals in minimum time, creating workarounds to ensure business continuity Day 1. I also have run multiple projects for life sciences and consumer products companies from which I bring relevant principles and different perspectives.In addition to proven results, I have a passion for driving change at organizations. Earlier in my career I focused on performance improvement consulting with deep analytical rigor under the luxury of time. However, once I got on a 6-week sign-to-close deal cycle for a top private equity firm, I was hooked on driving and seeing change happen at 100 mph. Ever since, I have been refining my techniques to deliver the right mix of speed and depth of execution and leading teams to help achieve their deal objectives. If you want to discuss strategies and tactics that I have learned along the way to accelerate deal closure and realize deal rationale, let's connect.