The Challenge
A Fortune 500 petroleum refiner and distributor needed assistance prior to its planned acquisition of a leading producer of base oils in a foreign country. This acquisition would expand the company’s current business and transform the company into an international corporation.
Our Approach
Sendero managed and drove the international merger and acquisition project management of the acquired company, beginning with the initial planning phase to post integration support, across 11 business units and IT workstreams.
Proven Delivery
Prior to the acquisition, the company maintained a relatively small Program Management Office (PMO) team that needed to be expanded to execute the 14-month integration. With a proven track record of successful delivery of Sendero Project Managers within the company’s PMO, the company brought on additional Sendero consultants to build out the Integration PMO.
It was critical that the integration occurred across all business units and workstreams within the 14-month time frame to avoid incurring significant expenses and potentially negative impacts to investors if the integration was not accomplished on time.
Team Structure
Throughout the project, the Sendero team partnered with multiple stakeholders, including the client’s leadership, the parent company, and several vendors (including one of Sendero’s direct competitors) in order to develop an approach that would ultimately deliver a successful integration.
The Sendero PMO mobilized nine Program / Project Managers and Coordinators who were responsible for developing and executing project plans in addition to providing an Integration Program Lead who partnered directly with the client’s leadership to oversee and drive the integration.
