Paul Doherty Email & Phone Number

London, GB

London, United Kingdom

• Most business owners struggle to integrate companies successfully. The proof is, according to surveys by PWC and KPMG, 50% of M&A deals destroy shareholder value and 35% deliver minimal improvement. That’s a lot of.
• Successful integration of a Polish and a US service company, following my Company Merger Protocol. The combined companies are now in the Top 20 of their sector.
• With a technology company following its acquisition of a services provider. Advising on the integration with the focus on customer retention and account growth.
• With a leading UK utilities company. I implemented a business plan which delivered massive multi-year cost-savings and reduced customer complaints in readiness for their acquisition by a competitor

Munich Area, Germany

Appointed by the CEO to develop a strategic services plan. My strategy plan enabled cohesion among the siloed, customer-centric teams to facilitate Moravia’s expansion into top 15 Global Brand companies, ahead of the business’s eventual acquisition by RWS Group.

Munich Area, Germany

• Led the successful merger of European Sales for technology and services to increase sales effectiveness across disparate acquired companies.
• Increased the revenue of the merged sales divisions by 49% in the first full year after the merger

Munich Area, Germany

Developed and implemented a successful sales strategy for the $120M European Sales business that contributed to key customer retention and new business wins. Restructured the European sales organisation to mitigate the impact of the 2008 financial crisis.

Following the acquisition of Bowne by Lionbridge, I set up a new Global Delivery Centre in Poland as part of the merger strategy.

UK

As a result of Bowne's acquisition of Berlitz, I was appointed to grow Bowne's Technical Writing division on a global-scale. Turned around the UK Technical Writing division from 8% loss to 9% profit in year 1.

After Bowne acquired Berlitz, I managed 225 UK production staff. We integrated working practices and cultures across the merged companies to develop one standard production methodology. The success of the merger plan meant the combined UK companies went from a 2% loss to a 22% profit

I was appointed Managing Director to ensure the success of the merger of Berlitz UK and Multilingual Technology. I did this by implementing a merger strategy, following the Balanced Scorecard methodology. We implemented a system of Customer Care and a common production methodology which resulted in increased efficiencies, less rework and improved margins.

I funded and founded the company to leverage technology for the improvement of processes and profitability in the language industry. We grew the initial $50K investment to $6M turnover ahead of eventual sale to Berlitz.