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

Financial and Operational Restructuring

Restructurings are often crisis-oriented projects involving radical changes and redesign to corporate balance sheets, corporate structure, business portfolios, capital structure and financing. This is why project tools such as valuations represent a necessary part of a typical restructuring.

Read this article on: Choosing Financial vs. Industrial Owners.

Restructurings vs. Turnarounds

Many restructuring projects (with balance sheet redesign) have simultaneous turnaround characteristics (including P&L/operational redesign), but not all. For example, some companies may have restructuring requirements concentrated to loan portfolios or corporate structure without significant impact on day-to-day operations.

Restructurings as a Strategic Change Tool

Restructurings are also on the agenda when a company changes its core strategy and consequently wants to spin-off or divest a company or business unit. This may require a complex re-allocation of assets – or changes in production strategy, suppliers, financing or capital structure – which include many elements of a full restructuring. A de-merger has the same characteristics.

The below illustration shows how the effects of recessions drive the second order consequences which typically initiate the need for restructurings: low capacity utilizations, low corporate valuations and unavailable financing.

The drivers of restructuring and M&A during times of recession, 
  restructuring, restructurings, restructuring Norway, restructuring in Norway, restructurings Norway, restructurings in Norway, 
  operational restructuring, operational restructurings, 
  operational restructuring in Norway, operational restructurings in Norway, 
  financial restructuring, financial restructurings, 
  financial restructuring in Norway, financial restructurings in Norway, 

  capital structure, corporate structure, creditors, lenders, loan portfolio, owners, banks, refinancing, 
  capital structure in Norway, corporate structure in Norway, creditors in Norway, lenders in Norway, loan portfolio in Norway, owners in Norway, banks in Norway, refinancing in Norway, 
  balance sheet, balance sheet redesign, financial redesign, 
  balance sheet in Norway, balance sheet redesign in Norway, financial redesign in Norway, 
  post-merger integration, post-merger integrations, 
  post-merger integration in Norway, post-merger integrations in Norway, 

  advisory, advisory services, consulting, management consulting, financial consulting, M&A consulting, M&A services, 
  management consultant, financial consultant, M&A consultant, 
  project management, negotiation, negotiation support, 
  advisory in Norway, advisory services in Norway, consulting in Norway, management consulting in Norway, financial consulting in Norway, M&A consulting in Norway, M&A services in Norway, 
  management consultant in Norway, financial consultant in Norway, M&A consultant in Norway, 
  project management in Norway, negotiation in Norway, negotiation support in Norway, 

  company, companies, business, businesses, enterprise, enterprises, firm, firms, 
  company in Norway, companies in Norway, business in Norway, businesses in Norway, enterprise in Norway, enterprises in Norway, firm in Norway, firms in Norway, 

  Norway, Scandinavia, Nordics, Northern Europe
Illustration: The Drivers of Restructuring and M&A during Recessions

Project management of restructurings typically requires the balancing of interests between various stakeholder groups such as owners, creditors and banks/corporate lenders.

Other Relevant Articles

Also read the separate articles on Strategy Implementation and the Lack of Results, on Developing High Quality Business Models; on Strategy and the Proper Use of M&A Tools, on Buy-Side M&A, on Sell-Side M&A, on Synergies and Poor Judgment, on Financial vs. Industrial Ownership, on Equity Based Financing of Start-ups, and on M&A Process Management.

See Download Center: White Paper #1: Post-Merger Integrations - About Synergies and Poor Judgment; White Paper #3: Strategy and Implementation - and the Lack of Results; White Paper #5: Buy-Side M&A (mergers and acquisitions); White Paper #6: Sell-Side M&A (divestitures, trade-sales and mergers); or White Paper #7: Should You Choose Financial or Industrial Investors/Owners?; White Paper #8: Equity Based Financing of Start-ups and High Growth Situations; or White Paper #9: A 15 Step Recipe for Developing Your High-Quality Business Model.