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Advised on 20+ acquisitions, with a focus in healthcare & life sciences, technology and media topics, with examples as follows:

Advised global hedge fund on activist position for global biopharma specialist in orphan drugs, assessed value creation opportunities and effectiveness of M&A as a strategy to establish new platforms

Advised leading European buy-out fund on customer dynamics and buy-and-build strategy for national dental chain player in the UK, leading to successful merger with a scale competitor and 5-year path to doubling valuation

Assessed UK&I ambulatory care market with a focus on the competitive dynamics and key trends on home elderly and complex care segment in the UK, validated thesis and identified targets for healthcare investors to pursue

Sector scan for global growth equity investor on rising trends within life science tools, mapped emerging players developing modalities and technologies (organ-on-a-chip, single-cell, iPSC) and investment thesis

Supported sovereign wealth fund acquisition of a leading pharma and medtech focused testing, inspection and certification player, analysing end market attractiveness and disruption trends

Analysed competitive positioning of an integrated medical health record and clinic management software provider in the UK public health sector, including runway analysis and in-depth customer and competitor analysis

Global private equity firm 5-year strategy: End-to-end support from translating future opportunities and priorities into strategic choices for board of directors to initiating implementation programme

S&P 100 media company: Led scenario planning exercise concerning divestiture of its €100M DACH division

Core deal team member (alongside CEO, COO and Head of loyalty programme) on £4B 10-year partnership between Cathay Pacific and Standard Chartered Bank (SCB) from RFP through to launching first set of co-branded credit cards, incl. deal structuring, proposition development with SCB teams and internal tech programme management

Acted as right-hand man to General Manger Strategic Transformation, preparing board and management committee materials concerning its £1B cost transformation and revenue acceleration BU strategy

Steered a McKinsey team to define a 3-year transformation ambition and embedding governance tools, managed 10 EY performance improvement consultants on global processes transformation programmes roll-out

Established in-house performance improvement team with 32 lean six-sigma experts and project management executives, leading to 20% improvement across key delivery metrics (cost impact, schedule delivery and advocacy)

Partnered with business unit directors (“N-1s” and “N-2s”) to define BU transformation priorities and drive consensus on inter-BU compromises, set up programme management frameworks to enhance transformation cadence and coached BU heads to take over transformation ownership overtime

Managed a Bain & Co case team to restructure pilot cost base (c. 35% of Cathay total cost at the time) leading to over 20% productivity improvements per hire (£20K per year per FTE across a 3.3K FTE base)