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

M&A Process Management and Non-financial M&A Objectives (read more about Mergers and Acquisitions)

Advisers basically deliver three kinds of value: analysis, process management and results.

In M&A projects with many constituencies and sensitive agendas (e.g., acquisitions, mergers, trade sales, integrations, etc.), an important part of value creation may be related to how the project is managed in order to achieve non-financial results.

M&A Projects May Have Non-Financial Objectives

An example of a non-financial objective is to run an M&A project in a way which creates acceptance of a solution from all owners; another may be to bridge a dilemma between industrial vs. financial ownership (e.g., preferred by employees vs. preferred by external shareholders).

The Skills of M&A Process Management

To manage M&A projects in a way that creates these kinds of additional values requires management skills far beyond "finance" (which is the rather trivial part). Other ingredients include the ability to create trust and support between parties having different motives and objectives, develop win-win solutions (and have them accepted), apply empathy and listening skills, pull critical issues out of a complex situation – to focus on the essentials, and then translate these key factors into perceived value for each participating party.
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Illustration: Examples of non-financial M&A process objectives

The process part of an M&A project consists of navigating between different constituencies in an optimal sequence with balanced focus in order to create results related to non-financial objectives.