Technology-Driven M&A + PMI outcome Assurance

I help organizations move from deal thesis to integration reality—especially where engineering, data, AI, humanoid robotics implementation, and R&D complexity create execution risk.

Focus areas

Integration thesis: measurable operating plan.
IMO design, governance, decision rights, cadence.
Day-1 readiness and operational continuity.
Synergy realization tracking + accountability.
Engineering/R&D integration, technical debt triage.
Cross-border integration governance.
Change leadership and stakeholder alignment.

What breaks first: executive clarity

Unclear ownership and decision rights.
Underestimated systems coupling and technical debt.
Misaligned incentives and cultural integration gaps.
Weak cybersecurity and data governance in integration.
Speed in due diligence without decision-quality controls.

Integration feasibility, PMI risk, and outcome assurance.

Escalated Gibberish™, a pre-gate methodology for identifying low-quality or hyped information in deal narratives and synergy cases.
PrizRed™, a PMI risk scoring and Outcome Assurance model that links integration risk directly to valuation, governance, and long-horizon performance.
Actionable Risk Mitigation Strategy™, an FMEA-inspired framework for proactively mitigating AI-driven integration risk across the recurring integration risk categories.

I support C-suite across the full 9-phase M&A lifecycle:

Strategy & Deal Development
Target Selection
Due Diligence
Valuations & Deal Economics
Negotiations & Deal Structuring
Shareholder / Board Approval
Antitrust / Regulatory Approval
Deal Signing & Closing
Post-Merger Integration & PMI Outcome Assurance

At every phase, my role is to bring a systems-thinking integration lens: What will this do to the AI-driven technology landscape, the organization, the regulatory posture, and ultimately the ability to deliver the strategic goal of the deal?

Proactive prioritization on mitigating potential Integration risks

1. Strategy & Deal Development
Key question:
Are we pursuing the right kinds of deals, given our technology, culture, and capacity to integrate?

2. Target Selection
Key question:
Which targets are not only strategic fits, but realistically integrable?

3. Due Diligence
Key question:
What will it really take to integrate this AI acquisition, and what are the integration red flags?

4. Valuations & Deal Economics
Key question:
Do our valuations and synergy cases reflect the real integration difficulty and risk?

5. Negotiations & Deal Structuring
Key question:
Are we structuring the deal in a way that makes integration easier—or harder?

6. Shareholder / Board Approval
Key question:
Does the board (and, if needed, shareholders) clearly understand integration risk and readiness?

7. Antitrust / Regulatory Approval
Key question:
How do regulatory remedies and constraints change our integration plan and risk profile?

8. Deal Signing & Closing
Key question:
Are we truly ready for Day-1 and the first 100 days of integration?

9. Post-Merger Integration & PMI Outcome Assurance
Key question:
Are we actually delivering the promised value—and catching risks before they show up in the numbers?