In the idiosyncratic ski resort business—uniquely vulnerable to the whims of Mother Nature—size really matters. This is a challenge the CEO of Alterra Mountain Co. knows all too well, as the company runs 12 ski properties and works with 14 resort partners.
Integrating cultures in the context of an acquisition or merger is fraught with challenges.
Don Daseke is CEO of Daseke Inc., a $1.2-billion, Dallas-based leader in the open-bed trucking industry that owns and operates 16 firms across the country. He’s made it the largest player in the industry in just nine years of building it.
Robert Chapman heads one of America’s most acquisitive companies, and even after 100 purchases, the CEO of Barry-Wehmiller has no intention of slowing down.
Asking "What if?" can bring clarity to M&A decisions that can be challenging with conflicting objectives.
For David J. Morse, president at acquisition specialist/consultant Growth Paradigm LLC, transparency is critical when finalizing M&A deals.
Even in retirement, CEOs that turn to angel investment to support start-ups can be instrumental in providing more jobs, wealth for economies and social justice.
Acquiring a company is no easy task; and for some employees involved, it can be downright traumatic.
Bringing Disney and 21st Century Fox’s enormous content capabilities together provides Iger with an opportunity to take on the big players in the digital media space, but success is far from a slam dunk.
Given the current cyber environment, one would expect cybersecurity assessment to be a standard component in the M&A due diligence tool kit. Surprisingly, that’s not always the case.