When a company buys or merges with another, it is usually the result of an arduous process to determine if the move makes financial sense and what hurdles or risks must be overcome.

The same is true for a "carve-out," in which one company is carved or spun out of another.

But once a merger or carve-out is agreed upon, the real work begins: the even-more exhaustive, disruptive and unsettling process of reorganizing the people and operations of the companies involved.
Meet the Expert

About David

  • Executive with 20-plus years of top-tier management consulting experience, specializing in mergers and acquisitions (M&A) and supply chain management (SCM).
  • Most recently, led quality and customer experience to the highest levels in Hewlett-Packard history, increasing Net Promoter Score by 10 percent.
  • Former partner at Booz & Co., where he grew high tech industry revenues by 100 percent, and at Accenture, where he led the largest M&A deals in the high tech sector.
  • Led and executed the carve-out of Linksys from Cisco, the post-merger integration of HP and Compaq, and more than a dozen successful acquisitions in the technology sector.


VP Corporate Quality and Customer Experience • Hewlett-Packard
Apr, 2013 — May, 2015
  • Senior executive responsible for strategic direction of quality and customer experience.
  • Led a 30-person corporate team which included business insights and analytics; Net Promoter Score implementation and competitive benchmarking; and quality and customer experience IT systems.  Group disbanded due to the HP split.
  • Implemented NPS system throughout the company and increased NPS for services division by 10 points.
Lead Partner, Electronics and High Tech Practice • Booz & Co.
Feb, 2010 — Jun, 2012
  • led growth strategy projects for clients such as Cisco, Hitachi, and HP.  For Cisco, led a competitive assessment and evaluation of Huawei.  For Hitachi, led an assessment of growth opportunities in the medical products industry.
  • Grew High Tech Practice revenues by 100 percent in two years. opening major new accounts such as Google and Hitachi.
Vice President, West Coast • PRTM
Apr, 2008 — Feb, 2010
  • Led business development activities, managed on-going client relationships and led client projects for operations consulting firm in the high tech industry.
  • Reduced quote-to-order cycle time and costs by 20 percent at NetApp.
  • Led worldwide competitive benchmarking study for Toshiba.
  • Opened major new accounts including Ingram Micro and Dell.
Senior Vice President, Operations and Customer Service • Wine.com
2004 — 2006
  • Responsible for operations and customer support for the nation’s largest online wine retailer.  Led the growth and development of in-house and outsourced call centers.  Expanded distribution from 26 states to 36 states.
  • Reduced order cycle times by 50 percent while reducing the cost from 13 percent to 11 percent of revenue.
  • Reduced call center abandonment rate from 20 percent to 4 percent.
  • Reduced cost of customer service operations from 3 percent to 2 percent of revenue.
Partner, Strategy and Business Architecture • Accenture
Jan, 1997 — Jun, 2004
  • Led strategy and M&A projects for clients such as Hewlett-Packard, Ingram Micro, eBay and Cisco. 
  • Developed a growth strategy for Ingram Micro which assessed organic and inorganic growth options, which led to the launch of a new business unit, Ingram Micro Logistics. 
  • Led acquisition analyses and due diligence studies for high technology and consumer companies such as Qualcomm. 
  • Led the post-merger integration of some of the largest deals in the technology and consumer products sector, eliminating $1 billion in costs during the HP/Compaq merger. saving over $900 million in supply chain costs during the Compaq/Digital merger, and leading M&A deals including Lucent/Ascend, JDS/SDL, and Best Buy/Musicland.
Principal • A. T. Kearney
Jan, 1994 — Jan, 1997
  • Managed large-scale business transformation projects for companies such as General Motors and Rolls Royce.
  • Developed and implemented global electronics manufacturing metrics for Delphi Automotive.
  • Led major SAP and business reengineering initiative for Allison Gas Turbine Engines.


University of California, Berkeley - Walter A. Haas School of Business
MBA, Strategy
University of Washington
BS, Mechanical Engineering

Licenses & Certifications

ASQQ Certified Quality Auditor
Malcolm Baldridge National Quality Award Judge
Lean Six Sigma Executive Belt (Hewlett-Packard)


  • Recipient of Booz Allen & Hamilton Professional Excellence Award, given to top 1 percent of consultants in the firm who made a significant and meaningful impact on their clients.


Packages with David starting from $600

Your Expert Package Includes:

Best Practices

Access to ALL Best Practices authored by TrustedPeer Expert David Standridge on this topic.

Pre-Meeting Discovery Process

Review and analysis of your issue with pre-meeting discovery questions by David, followed by a 30- or 60-minute one-on-one call. Sample

One+-on-One Call

Your (+colleagues) meeting is directed and focused from the first minute.

Meeting Summary Report

After your call, David completes a Meeting Summary Report to provide you with the session’s discussion topics, analysis, assessment and recommendations for next steps. Sample

Post-Meeting Engagement

After your meeting, continue your relationship with David on your own, or with TrustedPeer’s support.