Master Your Merger Podcast

Most organizations treat corporate development as a deal team. The ones that close 200-plus acquisitions treat it as a system.Shawn Rodricks spent nearly 15 years building acquisition capability inside growth companies. As one of the founding employees at Amerivet Veterinary Partners, he helped build the acquisition model that took the company to 220 clinics across 40 states. Across his career he has closed more than 220 acquisitions representing over a billion dollars in enterprise value.In this episode, Shawn breaks down exactly how a high-volume acquisition engine works, and where most companies underinvest before they try to scale.What you will take away:- Why corporate development has to own the full acquisition lifecycle from first seller conversation to 180 days post-close, and what happens when it does not- The framework for what to standardize versus where to flex, and why getting that line wrong costs you value every time- The biggest risk that looks manageable during diligence and becomes a real problem after close, and how deal structure is the right mitigation tool- How to communicate acquisition activity to the C-suite so they can make fast, informed decisions without reading a 40-page diligence reportListen on your favorite platform and subscribe to Master Your Merger.Guest LinkedIn: https://www.linkedin.com/in/shawn-rodricks/

Most M&A failures aren't about overpaying. They happen after the deal closes, when the thesis drifts, sponsors move on, and nobody owns the outcome. That pattern has a name: the M&A Capability Cliff. And it's getting steeper.Gwen Pope is the CEO and co-founder of Tiger Team M&A, an M&A intelligence and advisory platform. She spent over 15 years building M&A functions at Google, Microsoft, and eBay before co-founding Tiger Team. Gwen and Klint co-authored research on the M&A Capability Cliff and are collaborating on an M&A Value Creation Hackathon series launching in 2026.In this episode:Why playbooks are necessary but insufficient, and what decision architecture looks like across a deal lifecycle when the thesis is under pressureWhere revenue synergy assumptions break down in execution, including a war story from a multi-billion dollar deal closed on a back-of-napkin agreementWhy general purpose AI falls short for M&A decisions on consistency, domain relevance, and traceability, and what purpose-built AI with "meaning before intelligence" actually does differentlyWhere the M&A operating model is headed in five years, and why the gap between intentional acquirers and reactive ones is widening fastListen on [platform] and subscribe to Master Your Merger for more practitioner-focused content on the people side of deals.Links: Tiger Team M&A: www.tigerteammna.com M&A Value Creation Hackathon: https://masteryourmerger.com/deal-hackathon-registration Guest LinkedIn: https://www.linkedin.com/in/gwenpope/ 

Most deals that fall apart were not undone by the financials. They were undone by founders who never asked how much they needed, buyers who handed the process to their lawyers and stepped back, and teams left wondering whether they were going to keep their jobs.Guy Bartlett is the founder of Fidelis Advisory, a fractional M&A firm helping established business owners grow through acquisition, exit on their terms, and navigate complex company transitions. With nearly 30 years in business and over two decades of transaction experience, he has bought, built, advised on, and guided businesses across multiple sectors. He also brings 42 years of British Army Reserve service to the work, including commissioned service in the Royal Engineers and leadership training at the Royal Military Academy Sandhurst.In this episode:Why founders consistently price their businesses against what a peer sold for rather than what they actually need, and how that single gap reshapes the entire dealWhat it means to read accounts like the story of a business rather than like an accountant, and what the balance sheet reveals that the P&L alone never willHow comparing "what could go wrong" lists with the seller before involving lawyers changes the tone of every conversation that followsWhat the first 30 days after close are actually determining, and why the most important question to ask the team has nothing to do with strategyLinks: Fidelis Advisory:  https://fidelis-advisory.uk/  Guest YouTube: https://www.youtube.com/@guybartlettofficial  Guest LinkedIn: https://www.linkedin.com/in/guybartlettuk/ 

When two leadership teams come together after a deal, the execution risk is not in the deal room. It is in the first moment those two groups have to make a real decision together, under pressure, with no shared rules for how they decide.Christina Haxton is the founder of the Center for Sustainable Strategies. Before moving into executive coaching, she spent years as a marriage and family therapist. That background shapes how she diagnoses what breaks down when two organizations combine. She works with CEOs and executive teams navigating growth, leadership transition, and organizational complexity, including PE-backed environments where strategy has to become execution without burning out the people doing the work.In this episode:Why leadership alignment fails as an execution problem, not a strategy problem, and what signals tell you a combined team is working in practice versus coexisting on paperThe difference between an ownership culture and an accountability culture, and why that gap accelerates in an integrationWhat the CEO must be doing and saying during a merger that no one else on the leadership team can doHow closing the employee feedback loop after a deal rebuilds trust faster than any survey aloneListen on [platform] and subscribe to Master Your Merger for more practitioner-focused content on the people side of deals.Links: Center for Sustainable Strategies: www.centerforsustainablestrategies.com Email: [email protected] Guest LinkedIn: https://www.linkedin.com/in/christinahaxton/

Most M&A failures are not strategy failures. The deal thesis was sound, the target made sense, and the diligence cleared. What breaks is execution: culture assessed in one deck slide, integration leadership named too late, synergies built to win approval rather than reflect reality, and a leadership team that never settled who makes which decisions.Mark Guidi is Managing Director of Operations and Transformation and Global Head of M&A Integration at IQ-EQ. With more than 25 years leading complex operating environments across PE-backed and public companies, he has personally led more than 250 diligence engagements and is the architect of the PACE framework, a practical, execution-oriented model for M&A and organizational transformation. He is also the author of Transform: A Leader's Survival Manual to Driving Change in the Age of AI.WHAT LISTENERS WILL TAKE AWAY•  Why M&A execution breaks down in the same three places across most deals, and what each one costs•  How the PACE framework turns M&A from a one-off transaction into a repeatable business discipline•  Why decision rights, not intent, are what determine whether leadership alignment holds through integration•  Five concrete steps for building M&A as an organizational capability that compounds across dealsListen to Master Your Merger on Apple, Spotify, and wherever you get your podcasts.LINKSGuest LinkedIn: https://www.linkedin.com/in/markguidi/ Guest website: www.MarkGuidi.com Book: Transform: A Leader's Survival Manual to Driving Change in the Age of AI (available on Amazon)  https://a.co/d/09Fi38Vs 

Communication in M&A is often treated as something to finalize after the deal team has made the big decisions. That is a costly mistake. Employees, managers, clients, suppliers, and leaders all experience the transaction differently, and the way the message is planned, delivered, repeated, and reinforced can shape whether trust transfers or breaks down.In this episode of Master Your Merger, Klint Kendrick talks with Cass Bailey, founder and CEO of Slice Communications, about communication planning during acquisitions, integrations, and transition moments. Cass brings both advisor experience and firsthand experience as a business owner who sold her company, later bought it back, and has continued to grow through acquisition.In this conversation, you’ll hear:Why communication planning should start before close, not after the announcementHow to identify communication and culture gaps before they create resistanceWhy middle managers need scripts, FAQs, role play, and time to process the newsWhat to do when communication has already gone wrong and trust needs to be rebuiltListen and subscribe to Master Your Merger for practical conversations on the people side of deal execution.Links:Cass Bailey: https://www.linkedin.com/in/cassandraorylbailey Slice Communications: https://slicecommunications.com/ Cass Bailey bio: https://slicecommunications.com/team/cassandra-bailey/

When a deal is moving fast, “more communication” often creates less clarity. HR, IT, and Comms ship messages in parallel, employees get overwhelmed, and critical integration actions slip. This episode gets practical on what M&A communications looks like when the plan changes midstream and execution pressure is real.Klint is joined by Margo Diewald (name spelling needs final confirmation), Managing Director at Adeptation, who has led communications strategy and execution across 25+ deals and three IPOs, including divestitures, new entity standups, and tech-enabled transformation.What you’ll learn:How to treat communications as a lever for value creation, value protection, and time-to-valueWhy checklists and a comms hub reduce employee stress and drive actionHow to pace messaging using progressive specificity without boxing in delivery teamsWhat minimum viable comms setup looks like when budget and resources are thinListen now, and subscribe for more operator-grade lessons on integration and separation execution.LinksMargo Diewald (LinkedIn): https://www.linkedin.com/in/margo-diewald-chiAdeptation (LinkedIn): https://www.linkedin.com/company/adeptationAdeptation (Website): https://sparkadeptation.com/Part 1: https://sparkadeptation.com/brand-narrative-integration-amplifying-value-creation-part-1/Part 2: https://sparkadeptation.com/brand-narrative-integration-amplifying-value-creation-part-2/Part 3: https://sparkadeptation.com/brand-narrative-integration-amplifying-value-creation-part-3/

Most integrations do not derail because leaders lack strategy. They derail because execution gets buried under miscommunication, unclear ownership, and self-inflicted complexity that multiplies over time.In this episode, Klint Kendrick talks with Cris Casey, an M&A execution and integration practitioner and the creator of the CRISP method, about what actually breaks post-close and how operators can reduce friction without adding bureaucracy.What you will take away:How “small” communication issues compound into missed decisions and stalled workstreamsWhy many integration plans look good but fail under real SME bandwidth and dependency constraintsThe integration basics to lock early: decision rights, escalation paths, and governance that does not create dragA practical view on TSAs: reduce administrative issues by agreeing operating mechanics before closeListen now, and follow or subscribe for more operator-grade M&A execution conversations.Website and BookOptimizing M&A Execution with CRISP™: Mitigating the Risk of Using Yesterday’s Playbooks in Today’s World (Cris Casey). (Amazon)CRISP™ Method — crispmethod.com (crispmethod.com)CrisCasey.com — criscasey.com (criscasey.com)

Most M&A integrations do not fail because the strategy is wrong. They fail because leaders underestimate what it takes for people to adopt new ways of working. A communication plan is not the same thing as change management, and moving fast can destroy trust faster than teams can rebuild it.In this episode, Klint Kendrick is joined by Mariam Huss, founder of Axxum Consulting, a human capital and change leader with global experience across major organizations and transformation work.In this conversation, you will learn:How to avoid “broadcast only” communication and build real listening loopsWhy trust and culture change take time, even when deal timelines do notHow role clarity (expectations, KPIs, RACI) reduces resistance and reversionHow to assess change capacity and prioritize when everything is changing at onceListen and subscribe to Master Your Merger wherever you get your podcasts.If you want to connect, here’s my LinkedIn: https://www.linkedin.com/in/mariamhuss/#MasterYourMerger #PeopleFirstMNA #IntegrationLeadership #CorporateDevelopment

Most deals do not drift off track because the values sound different. They drift because behaviors do not match, decision-making slows down, and uncertainty creates integration debt: duplicated work, stalled commitments, and quiet value leakage.In this episode, Klint talks with Simone Vascotto, founder of Humanaq, about reading culture through observable behaviors and using early signals to spot misalignment before it hits the surface.Listener takeaways:Why culture is best understood as behavior patterns, not slogansThe early signals of uncertainty that slow decisions and stall ownershipHow misalignment turns into integration debt through duplication and reworkWhat strong alignment looks like in priorities, decision rights, and collaborationResources: Humanaq: https://humanaq.com/Simone Vascotto (LinkedIn): https://www.linkedin.com/in/simone-vascotto-7a2a81257/Listen now, and follow or subscribe for more people-first, execution-focused integration lessons.