Managing Director & Senior Partner; Global Leader of Transactions & Integrations
Daniel Friedman is a managing director and senior partner in the Los Angeles office of Boston Consulting Group. He is the Los Angeles office leader and the leader of M&A and post-merger integration (PMI) in the North America region (NAMR).
Since joining the firm in 1996, Daniel has worked with clients in the retail, consumer goods, technology, health care, and industrial goods areas. He has gained extensive experience in a broad range of strategy issues, including growth, organization restructuring, and implementation.
Daniel focuses his work—particularly in complex PMIs and large-organization transformations—on the opportunities and issues associated with key sources of value creation and risk. He believes in developing insights from a deep understanding of business drivers by using facts, analysis, and specific experience to enable good, fast decisions. He also believes in pinpointing and moving quickly on people and organizational issues to make change happen—for example, in operating-model and organization design, leadership, people retention and engagement, culture alignment, and change management to forge high-performing people and organizations.
Before joining BCG, Daniel was director of finance at Vidrio Formas and a relationship manager at Citibank.
Downturn deals outperform. Are you prepared to seize the moment?
By applying the lessons learned from success stories, companies can use M&A and other transactions to accelerate their environmental transformations.
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Many acquirers are generating short- and long-term returns from environmentally focused M&A, but others are struggling to succeed.
Environmentally focused M&A activity has heated up over the past few years, intensifying competition and driving up prices.
Corporate and financial acquirers are pursuing M&A targets more cautiously, but they have not closed shop.
A survey of dealmakers shows that technology companies can maximize the value from M&A by aligning their predeal strategy with their postdeal priorities.
Payers that take a tailored PMI approach and follow six imperatives for success will be well positioned to achieve the strategic objectives of their M&A.
Issuers can benefit from onboarding a respected player to support their public offering. Success requires careful planning and well-executed negotiations.
A successful merger must do more than create near-term synergies. Here are five ways to help the combined entity deliver all the benefits of a deal.
Transformation initiatives that go beyond the merger synergies of integrating two organizations are crucial to position the new company for outsize performance.