Title Image


About This Project

We support our clients in the outlining of solid M&A strategies.


We successfully accompany our clients in the running of M&A campaigns in the sector of Information and Communication Technology.

We explore the markets, the most important technological trends and the new service models in order to single out promising targets that our clients may acquire or with whom they may create strategic partnerships.

We analyse infrastructural consistencies and processes and take into consideration the level of technological obsolescence of the infrastructures and the services as well as competencies and differential skills in order to evaluate opportunities and integration risks.

We single out actions that need to be taken in order to immediately exploit every single possible synergy among the different subjects taking part in the new Organisation and we design the infrastructure, the systems and the processes of the Organisation “to-be” on the basis of the strategy and the objectives identified by the stakeholders.

We coordinate the different subjects involved in the change plan in order to facilitate the integration of different realities.

We are currently supporting important industrial groups in the outlining and realisation of medium- and long-range strategies, by means of the following activities:

  • Characterisation of reference markets and principle players.
  • Carrying out of assessments and asset evaluation.
  • Rationalisation of infrastructures and processes.
  • Program management.



Characterisation of the market and the players

Main activities undertaken:

  • Exploration, characterisation and analysis of the main trends currently active in the area of the considered value-chain, both from an infrastructural point of view and in relation to the service models in order to identify strategic technologies and segments of the potential value-chain.
  • Analysis of the local and global markets with the purpose of identifying the different situations and the positioning of the various players, also on account of the related technological specialisations and the reference market segments.
  • Singling out of the subjects to be acquired, in consideration of the objectives of the new entity by evaluating the potential synergies attainable in the different cases and thus defining related Business Plans.
  • Analysis of post-acquisition positioning/mergers in order to identify direct and indirect markets as well as current and emerging competitors.



Assessment and evaluation of assets

Main activities undertaken:

  • Characterisation and analysis of the consistencies, both of the new entity and of the companies that are subject to acquisition, taking into account the level of technological obsolescence of the infrastructures and the services supporting the operation as well as the eco-system of the partners associated to the technological choices.
  • Characterisation and analysis of the structure and the processes, both in relation to the new entity and to the companies that are subject to acquisition, in consideration of the resources available and the differential skills identified.
  • Analysis of the passively planned technological choices and the related suppliers, both of the new entity and the companies subject to acquisition in order to outline a common post-acquisition or merger strategy.


Rationalisation of infrastructures and processes

Main activities undertaken:

  • Identification of “Quick Win”, intervention aimed at exploiting in a short span of time and without structural or architectural revision every potential synergy within the processes and infrastructures of the different subjects that make up the merger.
  • Outlining of actions and infrastructural efficiencies over a medium- to long-range period on the basis of the objectives and the strategy of the new entity as well as the technological and market trends, by evaluating the technical feasibility, the timing, the realisation procedures and the associated benefits and potential risks.
  • Design of the infrastructure, the systems and processes “to-be” on the basis of the objectives and the strategy of the merger.
  • Support for the activities pertaining to the rationalisation of the suppliers through the drawing up of the RFI/P/Q, by analysing the past levels of service, as well as support for the activities related to the selection of new suppliers and the formalisation/revision of the related agreements.
  • Support for the integration of systems by collecting from the management all the business requisites and demands, and analysis of the technical feasibility and highlighting of potential gaps.



Program management

Main activities undertaken:

  • Coordination of the various subjects involved in the merger and guaranteeing the engagement of all the stakeholders in order to converge upon implementable maximisation strategies that may bring benefits during the period under consideration.
  • Coordination of activities undertaken by suppliers in order to outline implementable architectural solutions that may respond to business requisites and identified objectives.
  • Management of relations with investors and authorities, institutional presentations and the collecting of technical opinions.
  • Outlining of plans related to the rollout of Quick Win activities over a short period of time and to medium- to long-range infrastructural efficiency with an analysis of progress by means of executive reporting panels and a coordination of structures and subjects impacted.



The need to be efficient, The need to transform