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Most buyers diligence a sales org by ranking the reps and cutting the bottom of the list. But if you ask John McMahon, that's usually the wrong target. In most cases, the problem is the manager.
John should know, because he's seen both sides of a sales integration. Cisco bought GeoTel, scattered its 50-rep software team across a router sales force, and lost nearly all ...
Most corp dev teams let the banker inbox set the agenda. Michael Guptan, who has led or contributed to 120+ transactions worth over $100B across Dell, Walmart, DXC, and now The Trade Desk (NASDAQ: TTD), says that's backward. Strategy drives M&A.
His approach starts long before a deal. Define where the company needs to be in three to five years, find the gaps, then ...
Most people assume the hard part of an M&A deal is getting the contract signed. However, Meg Cavanaugh, SVP of Legal at Commvault (NASDAQ: CVLT), has spent her career proving otherwise.
Meg worked in-house at three public companies, closing acquisitions almost every week during her six years at Carbonite before moving to Commvault, where her role spans legal, dilig...
Every M&A practitioner has a deal that still makes them wince. This episode collects the ones that never make it into a case study.
Kison pulled real stories from corporate development leaders, bankers, attorneys, and advisors, names removed, about the deals that died at the finish line, fell apart after close, or came back from the brink. A spouse's background che...