M&A Due Diligence for Technology
Manager:
Mr.G. F.
-
Customer:
Confidential
-
Role:
external Program Lead Business Solutions
-
Location:
Singapore / Cambodia
-
Turnover:
ANZ Royal is among the Top Tier Banks in Cambodia
-
Time frame:
6 months
-
No. of employees:
500 (subisidiary) / 50,000 (HQ)
About the Customer
The seller is one of the ‘Big Four’ banks in Australia and has made the strategic decision to divest most of their South East Asian businesses including their Cambodian entity
Testimonial from Сustomer
APAC IT Head (seller) / local CTO (buyer): The feedback from both parties was very positive throughout, I was made other offers and it was regretted when I decided to leave in July to pursue other interests.
Situation (Challenge)
As part of the M&A process Technology was identified as the most critical part of the Due Diligence, hence for the overall sales transaction. With more than 90% of the IT systems and services provided by the banks HQ the challenge was to create a completely new design of the future IT landscape including transition plan and investment budget; both, the seller’s Interest (zero risk / commitment after completion) and the buyer’s interest (future proof, cloud first, efficient transition) had to be managed.
Solution (Achievement)
The IT Due Diligence was well received by the seller and buyer side which led to the deal signing (https://media.anz.com/posts/2018/05/anz-sells-stake-in-anz-royal-bank). Post deal closure I was asked to stay on for the execution of the project, in particular for team mobilization and setup of the overall program structure, vendor selection etc.