1. Transition Planning and Management:

• Develop and execute comprehensive transition plans to build a new manufacturing plant from the building infrastructure, connecting all utilities and ensuring highly automated technology and machines are installed, integrating systems, technology, processes, and teams.
• Coordinate across countries and departments (HR, finance, IT, operations) to ensure that all elements of the acquisition are seamlessly integrated.
• Set milestones and timelines for transition activities, monitor progress, ensuring deadlines are met.

1. Stakeholder Communication:

• Act as the liaison between senior management, the acquisitions’ senior management, integration and project management teams, manufacturing & operations, and employees of both organisations.
• Provide regular updates on the status of the transition process for executives and stakeholders.
• Address concerns from new talent, employees, and departments during the transition and ensure transparent communication across teams.

1. Risk Management:

• Identify potential risks associated with the merger or acquisition and develop mitigation strategies.
• Monitor for challenges during the transition process, such as cultural clashes, system failures, or operational inefficiencies, and take corrective actions.

1. Change Management:

• Support both organisations in adopting new processes, tools, and strategies resulting from the merger or acquisition.
• Implement development and training programs. Ensure employees are trained in R&D innovation processes, manufacturing processes, automation systems, new technology, new systems, protocols, and structures to reduce disruptions.
• Implement a talent acquisition program. Ensure there is an expat program and also a relocation program and housing program.
• Implement a university development program and sponsor future management and engineers.
• Foster a unified company culture by developing programs that promote collaboration and communication between the merged entities.

1. Process Optimisation:

• Evaluate existing processes of both companies and recommend improvements and automation and IT systems or the adoption of best practices.
• Streamline workflows to ensure efficiency in the newly formed organisation.
• Ensure that post-merger integration aligns with the strategic objectives of the combined business.

1. Financial and Operational Oversight:

• Ensure budgetary control over transition and integration activities.
• Track financial and operational synergies expected from the merger/acquisition and ensure they are realised.
• Collaborate with finance teams to harmonise financial reporting and budgeting between the two organisations.

1. System and Technology Integration:

• Oversee the integration of IT systems, ensuring compatibility and minimal downtime.
• Coordinate with IT teams for databases, software systems, and any technical infrastructure necessary for smooth operations.

1. Experience:

• Minimum of 8 years of experience in project management, M&A integration, or transition management.
• Experience managing transitions in complex M&A environments (i.e., M&A deal execution expertise).
• Industrial expertise in advanced industrial technology would be highly valuable, automation/robotics would be preferred.

1. Education:

• Bachelor’s or master’s degree in Business Administration, Management, Finance, or a related field.
• Project management certifications (e.g., PMP, PRINCE2) are an advantage.

1. Skills:

• Strong understanding of change management principles and practices.
• Excellent project management skills with the ability to handle multiple complex projects.
• Exceptional communication and interpersonal skills to manage internal and external stakeholders.
• An analytical mindset with the ability to foresee challenges and develop contingency plans.
• Strong financial acumen to ensure synergy realisation and cost control.

1. Soft Skills:

• Leadership capabilities to manage cross-functional teams.
• Adaptability and flexibility to handle dynamic situations and unexpected changes.
• Cultural sensitivity, especially in global M&A activities, to handle differences between company cultures.

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