M&A consultants for optimisation and integration

Helping to Break the Deadlock in Negotiations

A division within an educational group needed to be separated. The negotiations surrounding the carve-out had stalled—among other things—over the estimated costs for creating and launching a new organisational name.

A third party had already drawn up a budget, but it appeared to be overly generous. We were asked to critically assess the proposed budget and evaluate whether the estimates were realistic and market-aligned.

Company Split: The Cost of a Rebranding

We developed a counterproposal that included a comprehensive rationale for the full naming, rebranding, and market introduction of the new brand. Our approach offered a different setup while achieving at least the same result.

Delivered Within 3 Weeks

Given the time pressure and the high stakes—millions of euros were involved—we acted quickly and decisively. Our counterproposal was finalised within three weeks. We followed a focused and efficient process, taking the following key steps to reach our proposal:

• Analysed the current situation, reviewed existing reports, and defined our strategic approach;
• Conducted a concise market and competitor analysis to understand positioning opportunities;
• Assessed the value of the existing brand using qualitative and quantitative indicators;
• Held online interviews with key stakeholders, including students and employers, to better understand their needs and perceptions;
• Thoroughly reviewed the proposed rebranding structure, methodology, and pricing for feasibility and efficiency;
• Developed a counterproposal outlining a revised rebranding approach along with a substantiated budget;
• Shared and presented our findings to all relevant decision-makers.

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Significant cost savings

A cost saving of nearly 50% on the buyer’s original budget.

How was that possible? A different way of thinking led to a completely new approach to activating the rebranding: local instead of national. As a result:

1. More targeted towards the intended audience
2. Better use of regional brand recognition
3. Lower overall costs
4. Clearly substantiated brand value, enabling stronger negotiation leverage.

Setting up internal communication

From April to mid-November 2023, we supported IT service provider Interstellar in launching their internal communication efforts as part of their transition towards a unified platform organisation.

Interstellar was founded in 2021 from the portfolio of investment firm Quadrum Capital.

To successfully integrate a group of companies, a well-structured internal communication framework is essential. Only then can you ensure that employees from the various entities gradually start to embrace the Interstellar identity and culture.

From communication to activation

Within six months, we initiated and executed a mix of internal activation efforts. Here are a few highlights.

1. An internal survey among employees on their communication needs provided valuable input to build on.
2. We established an internal communications team, with representatives from each entity. This team became our eyes and ears across the various locations, helping us gain both better insight into and stronger alignment with the realities on the ground regarding planned changes and transitions.
3. We actively supported CEO Maarten van Montfoort in drafting key communications—such as speeches and announcements—particularly around carve-out and carve-in situations.
4. During the Interstellar summer event, we organised vox pop video recordings, in which attendees were interviewed in a relaxed, informal style. The result: a set of surprisingly candid and enthusiastic interviews, all revolving around Interstellar’s new vision and mission—a clear reflection of the impact our communication strategy was having.
5. These vox pops were edited into several short videos and distributed via Interstellar’s internal communication channel over the following weeks.

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From a 5 to a 7 in just four months

Employee appreciation for communication from senior leadership and the management team increased from a modest 5 to a solid 7 within just four months.

During our involvement, a dedicated internal communications lead was appointed to take the organisation into the next phase of its internal communication strategy.

Launch our new brand in the Dutch market

Charco & Dique, Enigma Consulting, and Mastermind Consulting were acquired by the Belgian firm Projective.
By mid-2023, these brands were consolidated under a single name: Projective Group. This brand merger needed to be promoted through a targeted brand campaign in the Dutch financial services market.

Strong visibility among Dutch banks and pension providers

Using a broad mix of media, the new Projective Group brand gained strong visibility among banks and pension insurers.
We handled media buying and negotiated various advertising placements, including in Het Financieele Dagblad (FD), PensioenPro, and on outdoor billboards (OOH). In addition, we deployed branded video messages on LinkedIn, published via the personal accounts of the founders and partners of the acquired firms.

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Accelerated commercial activation

The campaign immediately led to the deployment of additional consultants on an active assignment.
Our PR efforts also secured coverage on BNR (Dutch national business radio).
Thanks to this carefully selected media mix, new client opportunities emerged — proving the ROI on marketing spend was more than justified.

Just a few months later, Projective Group asked us to support them further by:

• Strengthening their brand position in the Dutch market.
• Setting up a high-performing marketing team,
• Developing a clear value proposition for their internal academy, and