Doug Barber

Background

About Doug Barber

Thomas Edison has been credited with coining the phrase “strategy without execution is an hallucination.” I agree with this notion, but I think the converse is also true – execution without strategy is random noise. Fortunately, I’ve had the opportunity in my career to combine strategy development with execution, and I’m convinced of the power that comes from that combination. Corporate strategy sets the direction for the entire company. It provides a basis for resource allocation, and unites decisions of managers at all organizational levels. When all employees understand and are committed to the company’s long-term direction, better choices on business decisions are more likely. It has been my experience that alignment on strategy - between the Board, Senior Leadership, and the M&A deal team – is necessary for targeted, efficient transaction execution. An unfortunate reality is that many M&A deals fail to create shareholder value, but it doesn’t have to be that way. Throughout my career I have been part of, and have led M&A deal teams to create transactions that generate shareholder value. Working with the right analytical tools, asking questions to understand value drivers, and communicating effectively with the business unit and Senior Leadership, the M&A team can be a key contributor to value creation. I believe that strategy development and transaction execution should both reside in-house for most organizations. On the strategy side, the exercise of grinding through the creative process fosters an understanding that I don’t think is possible to attain from reading a consultant’s report. With respect to execution, I think it is critical that the deal team – working in close collaboration with the business unit - develop, vet and stress test the valuation model, conduct the due diligence, and plan for integration challenges. I have the education, the experience and the capability to lead such a team.