Consultant and advisor focused value creation through Mergers & Acquisitions and Transformation.

Cobb Consulting & Advisory is a boutique consulting & advisory firm. We bring an independent perspective, superior execution and deep cross-functional experience from Consulting, Industry and Community Service.Our focus is on Mergers & Acquisitions, Divestitures & Separations, Transformations and mission critical Strategy & Operations initiatives. We serve clients in the commercial and non-profit space. Visit cobb-ca.com to learn more.

PRITCHETT, LP has specialized in M&A integration for almost 40 years. It’s not a sideline business for us. It’s our exclusive focus.

Led large-scale, cross-functional, transformational M&A Divestiture, Separation, Integration, and Restructuring projects with focus on management office area. Delivered iconic multi-$B transactions from diligence to post-close, advising M&A, business unit and C-suite executives in Technology, Media & Telecomm, Financial Services, Private Equity, and Professional Services industries. Key Projects:▸Fortune 50 Tech Company’s $9B Divestiture of Business Unit Assets to South Korean Tech Company (Nov ‘20–May ‘22)▸Fintech Divestitures, Restructuring and Wind-down for Leading Global Financial Services Company (Jun ’19–Jan ’21)▸Sell-side strategy & diligence, scenario planning and shared services operating model development for multi-$B services company (Feb '20-May '20)▸Combination and Integration of Deloitte Israel Member Firm into Deloitte US Member Firm (Jan ’18–Sep ’19)▸$9B HPE Enterprise Services and $9B HPE Software Divestiture Spin-Mergers (Mar ’17–Jan ’18)Additional Contributions▸Led M&A Consulting’s Manager to Sr. Manager Promotion Process from 2019-2022 for ~130 total candidates; improved prep processes from 60% readiness to 90%+ and led support team of 26 Sr. Managers, grown from 2 in 2018▸Leader on UT Austin MBA and M&A experienced hire recruiting. Ran M&A Learning and Development team of 5 for Integrations / Divestitures area; taught quarterly new-hire training on Integration / Divestiture practice from 2018-2022▸Created encyclopedic online playbook of best practices and deliverables from 4 year run of Fortune 20 Tech firm’s iconic divestitures. Drove development of workstream-level qualifications from every transaction managed, receiving global recognition for most-viewed set of submissions▸Delivered all projects with mixed / hybrid teams: in-country, global, on-site (travel & local), and remote practitioners

Joined M&A Consulting Practice upon manager promotion and executed multiple end-to-end iconic, global, cross-functional divestitures.

Joined Deloitte Consulting as MBA campus hire, working in M&A (Strategy, Diligence, Day 1 Planning & Execution), Corporate Strategy, and Customer Strategy for Technology, Media & Telecom, Private Equity (PE) and Healthcare Industries

(Nokia Siemens Networks acquired Motorola Networks in 2011)

-Led sales and systems engineering for $15M multi-state region of Verizon Wireless (VzW) account; delivered quarterly presentations to executives. Won 3 markets from superior execution in challenging VzW/Alltel merger integration-Created 3 year operational transformation plan for VzW Arkansas market boosting capacity up to 50%; re-engineered and optimized existing equipment while maintaining VzW’s leading position in network quality per J. D. Power study-Spearheaded quoting to sign-off on a 1.5 year, $10M transformation platform; faced critical time constraints to prevent widespread loss of cell service in the market. Received Award recognizing extraordinary efforts

-Led and executed systems integration and test programs across multiple areas: new features, regression, inter-vendor, interoperability, documentation/procedures, with 200% increase in key issues found and 25% lower cycle times -Sole nominee in 2007 from 400+ member organization for Motorola Business Development Leadership Program

-Selected to join international charter team to test Motorola’s initial 3G platform – solved customer critical issues, reducing defects by 20% and delivered support to cross-functional teams from development to manufacturing and operations during critical transformation period of 40% workforce reduction