Corporate structuring, M&A, and the part most deals under-resource: post-merger integration across large, multi-entity groups, where value is kept or lost.
The mandate
I advise on corporate structuring, mergers and acquisitions, and the phase where deals so often disappoint: post-merger integration. A signed SPA is the beginning, not the end: the value is realised in how legal, operational and governance workstreams are aligned across every entity in the group.
Integration is the discipline
I have led a post-merger integration spanning 100+ entities: reconciling contracts, licences, governance and reporting lines while holding commercial value through the change. Large groups fail integrations not for want of a deal team but for want of someone who maps the whole estate and sequences the change. That mapping is where an engineer's systems-thinking earns its place at the corporate table.
The deal is signed in a week. The value is won or lost in the year of integration that follows.
What I handle
- Corporate structuring and group reorganisation
- Mergers, acquisitions and disposals
- Post-merger integration across multi-entity groups
- Governance alignment and board / shareholder arrangements
- Shareholder and joint-venture disputes
Approach
I work close to the commercial drivers, not just the documents, because a structure that is legally elegant but operationally unworkable helps no one. The test of good corporate advice is whether the business runs better a year later.
General information on the corporate and M&A practice, not legal advice. Structures should be assessed against the applicable UAE company, free-zone and sector rules and the specific transaction.