Engineering Inc. - May/June 2008 - 13

considering a Merger or acquisition? here’s a Must-Do list: Identify a strategic need. technical expertise, footprint, geography, market share, customer reach and growth opportunities are just a few factors to consider. Identify suitors or acquisition targets. examine the industry, including competitors, to discover potential opportunities and matches. if you’re a seller, begin preparing for a sale 18 to 24 months ahead. ensure that you have accrual-based financial statements, industry-standard software and strong project management systems in place. Frame a sound agreement. it’s important to look beyond the basics. an agreement must cover exit strategies for principals, contingency clauses, severance policies and a host of other issues. Understand the culture. once you’ve identified a potential buyer or seller, take a close look at the culture, including attitudes, work styles and philosophy. it’s essential to observe work Integrate companies and systems. Pay and benefits, job titles patterns up close and personal, and address any yellow flags up and organizational charts, workflow and it systems all are key front. an incompatible culture is a deal breaker. elements of building a successful enterprise. Know your potential partner. understand the assets, liabilities, expertise, intellectual capital and customer list that the merger or acquisition partner brings to the table—and how the deal makes sense strategically. Monitor performance and make necessary adjustments. it’s important to give people the space to do their work—without feeling as though Big Brother is watching. it’s also necessary to keep an eye on key metrics and business practices and understand where to make tweaks and changes. Don’t skimp on due diligence. Spend the required time—often 90 days or more—poring over the potential partner’s finances, Don’t be afraid to admit to a mistake. unfortunately, some legal and compliance records, hr practices, it systems and more. deals just don’t work. if it’s clear that certain employees aren’t fitting in, or that a deal isn’t paying dividends, it might be pruMake sure you’ve got the valuation right. examine cash dent to pull the plug—or at least look at restructuring options. flow, P&l statements, project backlogs, billings and client lists. it’s unlikely that things will improve by themselves. JW_US_ACECad2.qxp:Layout 1 4/14/08 3:22 PM Page 1 AN EXCEPTIONAL WORKING ENVIRONMENT Exceptional People • Exceptional Service • Exceptional Solutions We know there’s more to your decision about where you work than just the work itself. We know that helping our people achieve their career goals in a culture that offers work/life balance is what has helped us to continue to achieve recognition as an employer of choice. Jacques Whitford Company, Inc. is a leading provider of life-of-project environmental and geoscience solutions for the energy industry across North America and Internationally. Our energy sector clients, including upstream, midstream and downstream oil and gas clients and electrical generation and transmission clients, have been a core focus since our founding. We are also at the forefront of alternative and renewable energy technologies. In this kind of environment there are no limits to what you can achieve. If you’re looking to start or grow your career, Jacques Whitford is the place to be. A career at Jacques Whitford offers you: • Competitive rewards • Flexible work schedules • Fitness subsidy • Technical training • Professional development • Ownership opportunities • Dental, health and vision coverage • A robust insurance package and 401K plan If you have what it takes to join our award winning workplace, we want to hear from you. www.jacqueswhitford.com United States Office Locations: • Baltimore • Chicago • Minneapolis • New York • Philadelphia • Portland • Portsmouth • Providence Engineering Sustainable Solutions MAY / JUNE 2008 ENGINEERING INC. 13

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Engineering Inc. - May/June 2008

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