Microsoft, Corporate Development, Microsoft Kim discussed on M&A Science

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Speakers are he's Patel Sione founder of deal ru developer to she director of Corporate Development at Microsoft Kim Jones Senior H., r. m., and manager at Microsoft job. Our Rights. Joining me today, Devorah VERTUCCI director of corporate development at Microsoft Evers experienced emanate professional with the background in finance law and a passion for technology media. Also, joining me today is Kim Jones senior HR manager Microsoft Kim conducts due diligence research and all HR related immigration activities as part of Microsoft's emanate programs. Today. We're talking about making an acquisition successful in creating value for both sides isn't easy. There needs to be a partnership with corporate development and integration that drives negotiations to structure a deal for success. For this panel, I recruited to industry professionals, share how they collaborate and explain why negotiation sets the tone for integration. Can each give some background on your involvement in a at Microsoft. Davila kick off. So I, am a director for Development Group, and I've been in this group since two thousand eleven and as a corporate development professional I lead transactions and ended Microsoft in terms of both evaluation execution on execution size part of the process I lead negotiations from term, she all the way through definitive agreements and I work closely with a lot of different teams across. Microsoft are on the evaluation and execution in one of those words that I work with is the integration team at one of the most important functions they were mostly within that team is hr I'll pass it off to him with that lead in. Thanks Deborah I've also been Microsoft. Ten of focused on the people were extreme for in this team for the last five years, and we as ever said we were closely with Cordova and great about getting a jar Magden early in the process so that we can really help identified confirm like talent as a deal value driver kind of how talented culture play a role and really start to build the relationship with target leaders in collaboration with with for Dove I think all this kind of a cruise to certain like our talent decisions are reflected in our cost analysis in the final legal agreements I think. One of the things that we really partner on is the discussions with the CEO in the target leaders depending on who we're working with and of identifying styles and communication methods that we leverage in the negotiation is I think it's that connection of staying in touch bringing people along in the conversation that related makes a difference in kind of ensuring that the leaders are playing us off each other or that were really aligned on kind of what we want to help Bush I want to ask how come you guys don't hate each other where breakout but we're going to get into that. We're GONNA get into that. Things early stage companies should think about if they're considering I've been a one of the things I always say when I'm working with turrets visit Microsoft announced that it might result they do spend time working with entry, pass the in with various organizations when I tell them if they're approach by a company or thinking through the process at Microsoft, is you really have to have a wind vision and a shared understanding of goals between the target of the acquirer. In most situations. This means a shared view of how the product will be integrated with the vision for that product is ill any wire. And how will the people work together to achieve those goals? Integrated Planning doesn't get flesh out fully until after the deal is, but I think having that initial as what was our arguments to thing because it's about setting expectations it's when those expectations differ between the and the acquirer and nobody's talking about that. Then I think things can go wrong. So as they think about that one cut deeper into that but I often tell powders. More. So when I'm in a mentoring capacity than when when I'm in a Development Role, but I I will tell founder is an injury. As a lot of questions about what you're going to be doing one sure acquire ask what your role is going to be asked for you're going to be working with adequate. Not Now will be getting a bigger team at all those things you think of unwanted people maybe say while find out later afraid to ask is the warming your work, the desert, the things that are going to make a founder happy on a day-to-day basis. Similarly, if it's a founder doesn't plan to see themselves long-term at a big company in their wake a serial entrepreneur I advised to be upfront about that, and frankly when we're doing acquisitions to open up that conversation early on say, Hey, what are your roles to to the target is again, not something like if the person's super important to us and they're not planning this day better-defined that out early on and again that. Goes to the big share vision like what's division working together in what's the ultimate vision for this acquisition the product strategy yeah. Adding on I, totally agree a DEVORAH. It's the overall goal alignment that's really important and clear on which is an exit strategy for those leaders. Are they really looking to grow the product a team? Within Microsoft I would add to that like inky are they really aware of the time commitment that it takes to go through an acquisition and run the business that can be really intense even financially is their money to get through the process or will that influence negotiations at stress to the time Ryan, you know kind of really impacts of what we're driving for. I would say kind of people side can of having strategies for ensuring remain. You're talented team along the process like when you bring them in, you need re ten special retention just to get to not point in the resent asking questions like what's the? Microsoft's culture like a line, and if it isn't then is that something that is a deal breaker or even works. Is Some great points I'm hearing thinking long term and putting some of those considerations of Franz just being upfront in general if you're not gonNA stick around and make sure your line there and I think him just made a good point about what it actually takes to do a because a lot of time at sort of underestimated. The negotiation stage your favorite I used to be aware that likes to debate in our. That that's kind of a humorous answer I was both strategy affect negotiations. So long lines of debate. In having a strategic discussion. The masks activated I finally really on its. Part of my. My job I also really love it because I love relationship dull day for me in order to have a successful negotiation as appropriate evolving professional there's a lot of releases because you have to remember. Keep in your mind that. It's not just about winning the negotiation across for Microsoft. Obviously, my job is to do the best deal for Microsoft that while some of it is getting the best price in the best terms, and obviously I really enjoy doing that at the same time keeping in mind that the company in the people at the company or Harper's. So you have to think of it all in that frame of okay. Why negotiating against somebody but negotiating if somebody who's eventually going to be on my? So the relationships you build with a person and making sure that you're building transaction outcome that split for not only Microsoft but everyone such that you're gonNa have a happy productive successful team of people that come into Microsoft at a layer of complexity that I enjoy in and I really enjoy getting to know the people at.

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