Industries and Sectors With Experience and Client References:

Retailing and Consumer Brands/B2C

Books & media, car dealerships, consumer electronics, cosmetics, DIY chains, FMCG, furniture, healthcare, health food, optics, paint, pharmacies, supermarkets, transportation

Industrial Trade/B2B

Chemicals, electronic components/computers, health food, metals, pharmaceuticals, power, software, telecom (cell/mobile, M2M, RFID, alarm systems), trucks/buses


Aerospace, automation/robotics, automotive/engines, consumer appliances, defense, electronics/power electronics, marine electronics, packaging, pharmaceuticals, plastics, shipyards, tools, various subassembly segments

Process Industry

Chemicals, carton board, energy, fertilizers and agrochemicals, foundries, glass, mining, pulp & paper, steel & ferroalloys

Natural Resources

Oil & gas, alternative energy (incl. wind power, hydropower and CO2 capturing technologies), mining/minerals, fisheries (upstream/downstream)

Business Services

Advertising/media, banking/financial services, car/truck rental, catering, commodity & metals trading, construction, consulting, engineering, hospitals, ICT/IT consulting, ISPs, logistics, office supplies, packaging, printed materials, publishing, various outsourcing subsegments, real estate, recruiting, software, staffing, surface coating, telecom, transportation/logistics and buses


Extensive experience with public and multinational corporations, as well as with family-controlled entities. I also work extensively with startups, in particular with "go-to-market" strategies and early stage financing.

Contact me if you recognize yourself as being in one of the following situations:

Ketil A. Wig

Ketil Wig is the owner and managing partner of Remis AS. He previously developed and managed the niche advisory firm Rokade AS within M&A and post-merger integrations/turnarounds, which was acquired by KPMG in 2012. From 2013 up until August of 2015, he served as the head of M&A Service Lines at Deloitte Norway. His previous experience includes McKinsey & Co., Andersen Consulting/Accenture and a number of management-for-hire assignments in Norway and internationally. Ketil Wig holds a MSc. in Engineering degree in physics/computer science from the Technical University of Norway (NTH/NTNU) and an MBA from Stanford University. He currently works on corporate advisory assignments and as a board director. For more information, see Linkedin Profile.

Remis AS - Ketil Wig

I increase corporate values for owners and top management in the interface between strategy, finance, and ownership.

Call or email me for a confidential 1:1 conversation, or read this article first:
On Strategy and The Proper Use of M&A Tools
or this one about how to negotiate with
Financial vs. Industrial Buyers.

Examples of project types:


50+ advanced strategy and implementation projects across most industries and value chains. Attention on handling strategically complex and sensitive situations of a high-risk/high-impact nature.

Mergers & Acquisitions

100+ acquisitions, divestitures/trade sales, mergers/de-mergers and strategic alliance/joint venture projects in the U.S., Europe and the Nordic countries. Focus on M&A strategy, negotiations, tactics and handling deadlocked situations.

Corporate Finance and Ownership Strategies

20+ corporate finance projects including ownership strategies, negotiating "spin-offs"/de-mergers, equity and debt financing, valuations and bid situations (including takeover protection), capital structure optimization, handling IPOs.

Post-Merger Integrations

10+ post-merger integrations in several countries. Strong project management of mergers requiring speed and precision, balanced with profit improvement, strategy alignment and attention to cultural sensitivity.


15+ complex negotiations/restructurings in crisis situations. Focus on balance sheet redesign and implementation of radical changes to corporate structure, business portfolio and asset allocation, capital structure and financing.


10+ turnaround assignments in high-risk/high-impact situations (normally with a liquidity crisis) typically driving drastic operational redesign of cost structure, product portfolio, organization, financing and strategy.