M&A Milestone: Navigating Multi-Wing's Strategic Equity Shift
Fostering Growth and Sustainability Amidst a Transformative Private Equity Partnership
Situation:
The owner of Multi-Wing decided to sell a majority stake in the company, initiating a critical period of transition. This situation presented the unique challenge of managing a complex M&A transaction from the inside, in collaboration with advisors Afry and Bech-Bruun, while maintaining confidentiality within the organization.
Challenge:
As Chief Strategy Officer, I was thrusted into the epicenter of the transaction, tasked with the responsibility of managing the process internally. Only the CFO and I were privy to the pending changes. This role required me to field a broad array of questions, often related to areas outside my direct expertise, and to contribute to a comprehensive data room used for scrutinizing due diligence queries. The intricate dance of managing this process, while participating in management meetings with potential investors and their advisors, was a formidable undertaking.
Solution and Implementation:
My pivotal role in the sales process included providing crucial strategic insights and data during McKinsey & Company's Commercial Due Diligence, performed for Altor Equity Partners. Post-acquisition, my focus shifted to onboarding and strategizing for the future, in partnership with BCG. I managed the internal project side participating in daily follow ups, content sessions, and steering committee meetings with the majority owner Altor, the minority owner Jesper Bernhoft and BCG.
Innovation and Strategy Development:
Beyond transition management, I led the creation of Multi-Wing’s first sustainability strategy, integrating it seamlessly with the overarching business vision. This work laid a foundation for the company’s future direction, aligning long-term goals with sustainable practices.
Impact and Departure:
Our collaborative efforts culminated in the formation of a robust growth plan for 2028, developed in concert with Altor and BCG. However, once the framework for Multi-Wing's ambitious future was established, I chose to embark on a new venture, driven by my passion for creativity and autonomy. I left behind a legacy of strategic foresight and a pathway to sustainable growth, opting out of a management incentive program in favor of pursuing my entrepreneurial spirit through my own consultancy.
Conclusion:
The acquisition of Multi-Wing by Altor Equity Partners and the subsequent strategic development phase marked a period of significant transformation. My tenure as Chief Strategy Officer was characterized by the successful navigation of this complex transition, demonstrating a commitment to growth, sustainability, and strategic innovation, all while preparing the company for a prosperous future.
The owner of Multi-Wing decided to sell a majority stake in the company, initiating a critical period of transition. This situation presented the unique challenge of managing a complex M&A transaction from the inside, in collaboration with advisors Afry and Bech-Bruun, while maintaining confidentiality within the organization.
Challenge:
As Chief Strategy Officer, I was thrusted into the epicenter of the transaction, tasked with the responsibility of managing the process internally. Only the CFO and I were privy to the pending changes. This role required me to field a broad array of questions, often related to areas outside my direct expertise, and to contribute to a comprehensive data room used for scrutinizing due diligence queries. The intricate dance of managing this process, while participating in management meetings with potential investors and their advisors, was a formidable undertaking.
Solution and Implementation:
My pivotal role in the sales process included providing crucial strategic insights and data during McKinsey & Company's Commercial Due Diligence, performed for Altor Equity Partners. Post-acquisition, my focus shifted to onboarding and strategizing for the future, in partnership with BCG. I managed the internal project side participating in daily follow ups, content sessions, and steering committee meetings with the majority owner Altor, the minority owner Jesper Bernhoft and BCG.
Innovation and Strategy Development:
Beyond transition management, I led the creation of Multi-Wing’s first sustainability strategy, integrating it seamlessly with the overarching business vision. This work laid a foundation for the company’s future direction, aligning long-term goals with sustainable practices.
Impact and Departure:
Our collaborative efforts culminated in the formation of a robust growth plan for 2028, developed in concert with Altor and BCG. However, once the framework for Multi-Wing's ambitious future was established, I chose to embark on a new venture, driven by my passion for creativity and autonomy. I left behind a legacy of strategic foresight and a pathway to sustainable growth, opting out of a management incentive program in favor of pursuing my entrepreneurial spirit through my own consultancy.
Conclusion:
The acquisition of Multi-Wing by Altor Equity Partners and the subsequent strategic development phase marked a period of significant transformation. My tenure as Chief Strategy Officer was characterized by the successful navigation of this complex transition, demonstrating a commitment to growth, sustainability, and strategic innovation, all while preparing the company for a prosperous future.
