The problem
A portfolio business in HR analytics wanted to grow faster through acquisitions, but had no consistent way to assess potential targets. Without one, it risked making suboptimal investment decisions.
What I did
As an internal consultant, I designed and ran the acquisition assessment in a short time frame, working with senior executives from the portfolio business and corporate strategists on a Go / No Go decision. I defined weighted criteria that combined quantitative and qualitative factors, including strategic and technology fit, financial performance and growth potential. I evaluated more than 15 targets against them, narrowed the list to a top two, strengthened the shortlist with further assessment and presented the recommendations to the leadership team.
The result
The business reached a rapid acquisition decision within two months, which shortened the timeline for its growth plans. The work showed how much technology fit matters early on, and it became the standard for later corporate strategy work. It also taught me to weigh financial metrics against strategic alignment and cultural compatibility.