Thank you Jess and Srrah for your feedbacks. I do agree with the idea of having someone or a specific team focused on the transition post acquisition in order to get a better understanding of the different companies cultures and follow up of the process. On the reorganization side I also share your general view, for similar operations in most cases I do not see the interest of big shifts (often more a top level reorganization of ‘players’) but this is quite complicated in some cases when considering supporting functions, power fights, and story telling to investors. If the target brings something completely different I would consider something much more specific.
