Candidate will be responsible for structuring and promoting M&A, structural reform, and business revitalization projects for major Japanese companies.
Specifically, will be responsible for the following work items.
[Selection of acquisition target]
We work with business divisions to refine the businesses, products, technologies, etc. necessary to strengthen our business, and while regularly monitoring the situation, we prepare to increase the accuracy of project execution. (including continuing dialogue with acquisition candidates).
[Creation and operation of CFT]
In order to transfer businesses that are positioned as non-core in terms of group strategy, we will form a cross-functional team that is optimal for carrying out the project (the same applies to M&A to strengthen core businesses). Under strict confidentiality, we will form a project team consisting of internal personnel (business, accounting, legal affairs, human resources, IT, etc.) and external experts (investment banks, lawyers, accountants, consultants, etc.) and will lead the operation ourselves.
[PM]
As a PMO, formulate strategies and execution plans for strategic projects (including timelines and allocation of roles and responsibilities for each member), and lead project execution. While managing the progress, if there is a deviation from the plan, decide and take appropriate actions and ensure that the project is completed within the specified time frame. Organize and manage the budget necessary for project execution.
[PMI]
Plan and execute post-acquisition integration plan. We formed a CFT, clarified the responsibility and timeline for quantified synergies and action items, and monitored the progress of the PMI plan at the time of the acquisition under corporate leadership. Once PMI was on track, he was transferred to the business manager.
[Turnaround] Planning and implementation of plans and strategies to improve profitability of the business expected to exit. After verifying the feasibility of implementing and achieving the medium-term plan for the business, redefining profit targets and execution plans as necessary, and establishing a more reliable path to improvement, we will proceed with preparations for sale.
[External negotiations/support]
Plan and implement negotiation strategies and tactics. As a representative of MCG, I lead negotiations on contract terms with sales, acquisitions, and alliance partners, and support (business managers) and project management, while cooperating with related departments such as legal affairs, human resources, and accounting, as well as external experts. Lead to closing.
[Accountability, Communication]
Explanation of the project to internal and external parties (strategic rationality, project outline, main terms of agreement and their appropriateness, risk assessment, outlook, etc.), preparation and approval of decisions by the designated organization Acquisition, planning and execution of internal and external communication strategies
[Charm/Reward]
・This is a department responsible for group management strategy and its execution, allowing you to work in close proximity and environment with top management.
・You can expand your experience and network by collaborating with global internal and external experts to achieve common goals.
・Feeling of accomplishment when the entire team completes a large-scale deal
日系大手企業におけるM&Aや構造改革、事業再生案件の組成・推進を担当していただきます。
具体的には、以下業務項目を担当いただきます。
＜担当業務項目＞
・【買収先の選定】 当社事業を強化するために必要な事業・製品・技術等を、事業部と連携しながら精緻化、定期的に状況をモニタリングしながら、案件遂行の確度を高めるための準備（買収候補先との対話継続等を含む）を進める。
・【CFTの組成・運営】 グループ戦略上、非中核と位置づけた事業を譲渡するため、案件遂行に最適なCross Fonctional Teamを編成（中核事業を強化するためのM&Aも同様）。機密厳守のもと、社内関係者（事業・経理・法務・人事・IT 他）及び社外専門家（投資銀行、弁護士、会計士、コンサル他）等によるプロジェクトチームを編成、自ら運営をリード
・【PM】 PMOとして、戦略プロジェクトの戦略と実行計画（時間軸、各メンバーの役割・責任の割り振りを含む）を策定、プロジェクトの実行を主導。進捗管理しながら、計画から乖離する場合には適切なアクションを決定・実行、定められた時間軸で確実にプロジェクトを完遂させる。プロジェクト遂行に必要な予算を編成、管理する。
・【PMI】 買収後の統合計画を立案し実行。CFTを組成し、定量化した相乗効果・アクションアイテムの責任の所在と時間軸を明確にし、コーポレート主導で、買収当初のPMI計画の進捗をモニタリング。PMIが軌道に乗ったタイミングで、事業責任者に移管。
・【ターンアラウンド】 Exit想定の事業の収益改善のための計画と戦略の立案と実行。当該事業の中期計画の実行・達成可能性を検証、必要に応じて収益目標と実行プランを再定義したうえ、より確実な改善の道筋をつけたうえで、売却の準備を進める。
・【対外交渉・支援】 交渉戦略・戦術を立案し実行。MCGの代表として、法務・人事・経理などの関係部門及び社外専門家と連携しながら、売却・買収・提携の相手先との契約条件の交渉をリードまたは（事業責任者を）支援、案件をクローズまで導く。
・【アカウンタビリティ、コミュニケーション】 社内外の関係者に対する案件の説明（戦略的合理性、案件の概要、主な合意条件とその適正性、リスク評価、見通し等）、所定の機関決定の準備及び承認の取得、社内外のコミュニケーション戦略の立案と実行
【魅力・やりがい】
・グループ経営戦略とその実行を担う部門であり、トップマネジメントと近い距離・環境で働くことができる
・共通の目的達成に向けてグローバルな社内外の専門家と協働することを通して、経験知やネットワークを拡大できる
・大規模なディールをチーム全体で完遂したときの達成感 |
