Members of our M&A team bring with them the experience of leading and advising on a wide range of non-profit and health sector M&A projects. Here is just a small selection.

City-wide NHS community healthcare provider

Merger of NHS community providers in the West Midlands. Led on the creation of a single city-wide NHS organisation through the merger of three community healthcare providers, including all aspects of programme and project management, development of the business case, leading commercial negotiations and developing the operating model and staff structure.

Regional provider of community and primary care services

Development of an acquisition strategy for a regional primary and community healthcare provider CIC that wanted to increase geographic presence and add new services. Work involved support setting the strategic rationale and business context for proposed M&A activity, options appraisal of potential acquisition markets based on strategic rationale, risks, constraints and acquisition pipeline potential.

Local mental healthcare charities

Four local mental health charities working across a County wide footprint wanted to explore the possibility of merger. Support included working with all four parties to develop a joint feasibility report; development of a merger model and timeline that was acceptable to all parties; project management of all pre-merger planning activities including, TUPE, communications, legal and constitutional matters, commercial considerations, future governance arrangement, financial planning, and benefits realisation planning.

Regional community healthcare CIC

Merger implementation support following a decision to merge two regional community health care providers in the South West. The two CICs wanted to take advantage of the planned merger to deliver leaner and more effective central service functions. Our work involved leading on a collaborative project with both organisations that would lead to the creation of new operating model for central services departments. This involved analysis of existing models, creation of new ideas, options analysis, and through to a well defined and costed operating model.

International development charities

Facilitation of an away-day for Board members and executives from two large international development charities that were considering merger. Role involved helping the delegates to articulate the strategic rationale for joining forces, followed by a more detailed dive into potential merger benefits, risks, challenges and the establishment of any red lines. The session ended with the agreement of high level principles to act as a basis for further exploration.