Leadership in M&A

Principal at Nexant and Former Global Head of Specialty Gases & Equipment at Linde

Why is this interview interesting?

  • What is the difference between typical change management processes and merger situations?
  • What tools and principles can leaders turn to when navigating a period of heightened uncertainty as is typical in mergers?
  • What are the psychological dispositions that can help leaders thrive in a merger situation?
  • What does effective leadership communication strategy look like in a merger?
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Executive Bio

Stephen Harrison

Principal at Nexant and Former Global Head of Specialty Gases & Equipment at Linde

Steve’s career the Industrial Gases business has spanned over 27 years working for The BOC Group (a FTSE 100 company) and Linde (a DAX30 organisation). He was active in all major business areas: tonnage pipeline supply, bulk process gases and packaged cylinder gases. Over that time, he spent 15 years in global strategic leadership roles and was heavily involved in acquiring and integrating business from Air Products, Airgas, AGA, Gaspro, Matheson, Praxair and Spectra Gases. More recently, he has been running his own consulting practice at sbh4 and is the principal, Germany, at Nexant Energy & Chemicals Advisory – responsible for consulting activities in the DACH region. Read more

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Interview Transcript

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