Having led or supported over a dozen acquisitions and integrations, Scimitar is well positioned to bring highly successful approaches and methodologies to the table and ensure the benefits of M&A are realized. Our aims are two-fold: 1.) ensure a seamless integration, where the benefits envisioned at the outset are fully captured, and 2.) build a long-lasting integration readiness capability to support future transactions.

M&A has become an increasingly central part of most bio-pharmaceutical and device firms' business strategy. Whether looking to acquire IP, penetrate new markets or gain expertise, most firms top bio-pharmaceutical firms have had some experience in deal transaction. However, these efforts are often hampered by common challenges (list not comprehensive):

  1. Aggressive timelines – Market-driven timetables prevent operational aspects of the merger/integration to take place 'in-sync'
  2. Inexperienced Teams – Several members are new to integration, and have a "how hard can it be?" mindset
  3. Lack of Cross-Enterprise and External Alignment  Suppliers, customers and employees are not involved early, hampering rapid decision-making and communication



Our Solutions

Scimitar provides support every step along the way. We help in candidate selection, screening and diligence, apply deep operational knowledge to validate the transaction, deploy experienced integration teams to provide guidance and a clear vision, and aid in the tactical steps of integration. 

Example Engagement #1:

Top-5 Pharmaceutical Company: Clinical Development & Drug Supply

Situation: A top 5 and top 20 pharmaceutical company entered into a merger and sought support pre-day one to help integrate the two companies across four organizations:

  • Clinical Drug Supply
  • Clinical Operations
  • Clinical Compliance, Quality, and Pharmacovigilance
  • Japan Development

Approach & Outcomes

  • In working closely with the client, leveraged best practices including project and sourcing management, organizational design, supply chain management, and performance metrics to maintain business continuity and avoid compliance risk through the merger integration
  • Identified and realized value capture opportunities driven by synergies resulting from the integration. To fulfill these objectives, utilized an acquisition integration model to enable consistent approaches for evaluation and integration of each functional and organizational area while also employing an operational risk prevention program as a result of the large and diverse portfolio
  • To date, the client has maintained business continuity within both legacy organizations and avoided compliance findings. The client is still ongoing realization of value capture is still in progress


Example Engagement #2:

A Top-5 Biotech: Supply Chain

Situation: In order to help meet increasing demand for the products, a top biotech sought to partner with a contract manufacturing organization and, ultimately, integrate a new manufacturing facility for the production of three key biological products. Achieving this goal required the following actions:

  • Transition manufacturing operations from the CMO and integrate and align the facility and systems with their operations across “People”, “Process” and “Technology”
  • Ensure coordination with clear timelines and adequate resources for product commissioning, qual lots, and licensure activities, as well as, the introduction of two additional products

Approach & Outcomes

The post-close integration occurred according to plan without any significant failures, enabling the successful initiation of engineering runs and qualification lots.  Specific deliverables included:

Strategy Development

  • A clear project vision, objectives, and guiding principles
  • Formation of teams with a mixture of in-country and Corporate resources
  • Identification of clear roles, responsibilities, and decision-making authority across teams
  • Development of team strategies which address process, systems, and people integration

Detailed Planning

  • Development of detailed, Level 3 schedules to identify milestones, tasks, activities, owners, and interdependencies across teams to drive integration efforts
  • Deployment of a standardized risk assessment and tracking tool across teams