The success or failure of the deal is heavily dependent upon actions taken during this brief time period.
"The management of the first 100 days of an M&A integration project is critical, in that the success or failure of the deal is heavily dependent upon actions taken during this brief time period. The goal of PMIA is to assist you with the professional expertise and management tools that are essential for you to successfully recognize the value of your deal."
Dan R. Bradbary - Founder - PMI Advisors, LLC
PMIA has assembled a team of former C-Suite Executives, VPs, Directors and Project Management Specialists who have extensive experience in mid-market M&A integration.
If you are interested in joining our team please contact us.
REPRESENTATIVE TEAM EXPERIENCE WITH THESE CLIENTS
Delta Air Lines ● IBM ● DuPont ● The Coca-Cola Company ● BellSouth ● MediaOne ● The Southern Company ● Motorola ● Ritz Carlton ● National Service Industries ● Digital Equipment Company ● AT&T ● General Electric ● Bloomin' Brands ● Lucas Energy ● Royal Bank of Canada ● Gateway ● Mesa Air Group● Curtiss-Wright ● Energy Dynamics ● Asplundh ● Accenture ● Ryder Systems, Inc. ● Dun & Bradstreet Software ● Nike ● Ecolab, Inc. ● Andersen Consulting
Dan founded PMI Advisors (PMIA) in 2016 after recognizing a need for applying an organized project management approach to merger integration for mid-market companies. Prior to PMIA, Dan was the Founder and CEO of V-Rooms® Virtual Data Rooms, a 10-year-old company that provided a secure document exchange platform for thousands of transactions in the M&A industry. Many of the virtual data rooms that were set up during the due diligence and deal negotiation phases remained intact for the subsequent merger integration phase. With confidentiality and security a major concern, these secure data rooms provided a central repository for sensitive information relative to HR, IT, Legal, Finance, and Operations.
Prior to V-Rooms, for 15 years he was the Founder and CEO of Project Management Services, Inc., an Atlanta-based firm, that grew to a 150-person consulting firm, providing management professionals and systems to assist Fortune 100 companies with their post merger integration and other special projects. His book, Innovative Techniques for Project Management, (Wiley & Sons), which draws upon many "in the trench" experiences, is a light-hearted and informative look at managing people and complex projects.
Thirty-five years of experience in the technology field including roles as consulting practice managing director, independent software/services company executive, and twenty years as a CIO in global Fortune 500 companies. Extensive background in BOD participation and support, global strategy development, enterprise level technology and business process change initiatives, M & A due diligence and integration, shared service and off-shoring programs. Proven ability to harmonize people, business processes, and technology to achieve improved performance and greater shareholder value.
As Managing Director for Strategy and Org. Transformation at Accenture, Rob spearheaded teams that developed strategies around areas such as enterprise digitalization, omni- channel capabilities for retailers, enhanced e-commerce, IT function improvement and cost reduction, business unit divestiture, etc. Rob was key corporate officer participant on strategy teams for three global Fortune 500 companies. Drove several lean sigma and business process reengineering initiatives for business and functional transformation. Provided leadership for many successful M&A actions the largest being a $5 billion acquisition.
Companies that Chris has founded or managed at the executive level have made Inc. Magazine's list of the fastest growing private businesses in America 8 times. In his prior roles as CIO, he has been responsible for a variety of mandates, including redesigning companies' IT infrastructure, consolidating data centers, process development and establishing new production methods. He has created and implemented scalable electronic recurring revenue products from concept through fulfillment in addition to leading successful acquisitions up to $240 million.
As an experienced business leader, Karen has helped companies to develop strategy and re-engineer processes to increase revenue, optimize client relationships, improve team performance and streamline procedures. Karen has served as senior level project manager for global projects and coached large and small teams through process improvement designed to enhance the work environment, increase revenue and improve the bottom line. She is an effective leader, project manager, troubleshooter, problem solver, and efficiency expert. Her career experiences have provided a broad foundation of skills that make her uniquely qualified to assist companies with their growth and merger integration transition.