Join 2,000+ forward-thinking M&A practitioners on M&A Science
Join now!

Building a Corporate Development Function From Scratch

Show Notes Of Podcast

Show notes:

0:00 Introduction

0:55 Russ’s background

2:42 Best practices learned at SAP

5:49 How Russ applied best practices at ANSYS

11:35 Breaking down important conversations

13:10 Staying top of mind

15:46 Building out the transaction team

24:52 SAP war story

26:54 The ideal profile for M&A team members

33:16 What the approval process should look like

39:24 What steps develop a formal M&A process

49:06 The challenge of building on post-mortem knowledge

51:24 How to get new team members up to speed on a deal

59:38 Measuring the success of a post-merger integration

1:10: 30 The craziest thing Russ has seen in M&A

1:13:27 Closing remarks and end credits

 “M&A is not an everyday type function in terms of business operations. It’s more important than filling out expense reports… No disrespect to anyone who handles that as part of their day job. But I find people around the company want to be part of it, so the trick is really managing them and their involvement - Especially if you’re working with people who may not have a lot of deal experience.”

Guiding principles to apply to your corporate development function

On this episode, Kison Patel speaks with Russ Hartz, VP of Corporate Development at ANSYS, Inc. and former VP of Corporate Development at SAP. He’s an experienced Corporate Development professional with specific expertise in M&A and investments and post-merger integration. His role at ANSYS involves M&A strategy and deal sourcing, as well as managing transaction execution.

Together, Kison and Russ discuss best practices he’s learned at SAP, how he was able to bring those best practices over to ANSYS, guiding principles he focuses on during a transaction, and how to begin building an integration process at a company that doesn’t have one. Russ also discusses how deal strategy affects company alignment and how he measures the success of a post-merger integration.

“You have to understand the business deal, what’s most important to the client from the business perspective, and you need to understand numbers - the target’s financial statements and the dynamics that play in the target’s financials.”
 “M&A is not an everyday type function in terms of business operations. It’s more important than filling out expense reports… No disrespect to anyone who handles that as part of their day job. But I find people around the company want to be part of it, so the trick is really managing them and their involvement - Especially if you’re working with people who may not have a lot of deal experience.”

Guiding principles to apply to your corporate development function

On this episode, Kison Patel speaks with Russ Hartz, VP of Corporate Development at ANSYS, Inc. and former VP of Corporate Development at SAP. He’s an experienced Corporate Development professional with specific expertise in M&A and investments and post-merger integration. His role at ANSYS involves M&A strategy and deal sourcing, as well as managing transaction execution.

Together, Kison and Russ discuss best practices he’s learned at SAP, how he was able to bring those best practices over to ANSYS, guiding principles he focuses on during a transaction, and how to begin building an integration process at a company that doesn’t have one. Russ also discusses how deal strategy affects company alignment and how he measures the success of a post-merger integration.

“You have to understand the business deal, what’s most important to the client from the business perspective, and you need to understand numbers - the target’s financial statements and the dynamics that play in the target’s financials.”

Show notes:

0:00 Introduction

0:55 Russ’s background

2:42 Best practices learned at SAP

5:49 How Russ applied best practices at ANSYS

11:35 Breaking down important conversations

13:10 Staying top of mind

15:46 Building out the transaction team

24:52 SAP war story

26:54 The ideal profile for M&A team members

33:16 What the approval process should look like

39:24 What steps develop a formal M&A process

49:06 The challenge of building on post-mortem knowledge

51:24 How to get new team members up to speed on a deal

59:38 Measuring the success of a post-merger integration

1:10: 30 The craziest thing Russ has seen in M&A

1:13:27 Closing remarks and end credits

Previous Episode
Next Episode
 “M&A is not an everyday type function in terms of business operations. It’s more important than filling out expense reports… No disrespect to anyone who handles that as part of their day job. But I find people around the company want to be part of it, so the trick is really managing them and their involvement - Especially if you’re working with people who may not have a lot of deal experience.”

Guiding principles to apply to your corporate development function

On this episode, Kison Patel speaks with Russ Hartz, VP of Corporate Development at ANSYS, Inc. and former VP of Corporate Development at SAP. He’s an experienced Corporate Development professional with specific expertise in M&A and investments and post-merger integration. His role at ANSYS involves M&A strategy and deal sourcing, as well as managing transaction execution.

Together, Kison and Russ discuss best practices he’s learned at SAP, how he was able to bring those best practices over to ANSYS, guiding principles he focuses on during a transaction, and how to begin building an integration process at a company that doesn’t have one. Russ also discusses how deal strategy affects company alignment and how he measures the success of a post-merger integration.

“You have to understand the business deal, what’s most important to the client from the business perspective, and you need to understand numbers - the target’s financial statements and the dynamics that play in the target’s financials.”

Show notes:

0:00 Introduction

0:55 Russ’s background

2:42 Best practices learned at SAP

5:49 How Russ applied best practices at ANSYS

11:35 Breaking down important conversations

13:10 Staying top of mind

15:46 Building out the transaction team

24:52 SAP war story

26:54 The ideal profile for M&A team members

33:16 What the approval process should look like

39:24 What steps develop a formal M&A process

49:06 The challenge of building on post-mortem knowledge

51:24 How to get new team members up to speed on a deal

59:38 Measuring the success of a post-merger integration

1:10: 30 The craziest thing Russ has seen in M&A

1:13:27 Closing remarks and end credits

What is DealRoom?

Stay up to date on M&A Science

Sign up to be on the M&A Science email list and receive notifications on the latest publications

Join 2,000+ forward-thinking M&A practitioners
7

Get weekly updates about M&A Science upcoming webinars, podcasts and events!

Subscribe

I don’t want to get updates  
Thank you! Your submission has been received!
Oops! Something went wrong while submitting the form.