Business context: A global CPG company acquired a Turkish business with 9 production sites and around 1,500 employees.
Programme in distress: The integration was delayed and lacking structure, and needed a turnaround.
Delivery challenge: 22 interdependent projects were identified for the merge, with HR integration at the core: local HR processes and systems moving onto the global Workday platform and into Global Business Services.
Risks and constraints: IT platforms, continuity of core business processes, local labour regulations, and cultural integration between the global acquirer and the acquired entity.
Profexec Contribution
Programme turnaround: Took single-point accountability for the integration, reset scope, plan and priorities, and restored momentum and leadership confidence.
PMO and governance: Set up one integrated PMO across all 22 projects: one plan, one RAID log and one reporting cadence to the leadership team.
HR integration leadership: Led the end-to-end Workday implementation for the acquired entity and harmonised all HR processes to global standards. Payroll stayed local by design.
Global Business Services transition: Moved HR services from the acquired business into the company’s Global Business Services model.
Stakeholder management: Bridged global leadership and the Turkish management team, aligning priorities and decisions across cultures and functions.
Change and people focus: Managed the people side of the change for around 1,500 employees across 9 production sites, supporting a smooth transition.
Results & Business Impact
Turnaround delivered: Recovered a distressed integration and delivered a smooth transition of the acquired business into the global operating model within the 2-year programme.
One HR platform: Around 1,500 employees moved onto the global Workday platform.
Simplified global processes: Operations harmonised with global standards, giving one process model and one system of record.
Global Business Services: HR services for the acquired entity transitioned into Global Business Services.
Cost savings: Cost savings delivered through harmonised processes and the move to Global Business Services.
Governance: A single PMO gave the leadership team one transparent view of all 22 projects and their dependencies.
Capabilities Demonstrated
Post-Merger Integration
Transformation strategic planning and roadmap design
