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

Strategy, Strategy Development and Strategy Execution

A strategy is an integrated set of actions designed to establish and maintain a sustainable competitive advantage

Read this article on: High Quality Business Models.

An M&A strategy is usually about the non-organic portion of a growth strategy or about the divestiture of non-core activities. In this context "transactions" represent no stand-alone value; they are simply tools for implementing the structural change associated with a strategic option – suitable in some situations and not in others.

Not at all!.

Managers initiate acquisitions with an incentive to build size rather than value; corporate boards approve transactions without understanding the organization's ability to execute an upcoming integration; and advisers support a merger when a strategic alliance could solve the issue with a fraction of the risk and investment.

These are just a few examples of poor judgment. They occur because boards and managers have insufficient knowledge of the interface between strategy and M&A – and because advisers focus on methods rather than on underlying client needs.

Consequently, matching the right M&A tool to the actual situation is a key to build lasting shareholder value.
Read about the matching of M&A tools to the proper situation here.

The below illustration is from White Paper #2, which discusses optimal use of the various M&A tools:
Three mega-trends drive increased strategic cooperation and M&A, 
  strategy, strategy development, strategy process, strategy processes, strategy project, strategy projects, 
  strategy in Norway, strategy development in Norway, strategy process in Norway, strategy processes in Norway, strategy project in Norway, strategy projects in Norway, 

  M&A strategy, M&A strategy in Norway, 
  acquisition, acquisitions, merger, mergers, divestiture, trade sale, strategic alliance, joint venture, 
  acquisition in Norway, acquisitons in Norway, M&A in Norway, mergers & acquisitions in Norway, mergers and acquisitions 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
Three mega-trends drive the trend of strategic deal-making and M&A

Other Relevant Articles

Also read the separate articles on Developing High Quality Business Models; on Strategy and the proper use of M&A; on Strategic Alliances and Joint Ventures; on Synergies and Poor Judgment; on Financial vs. Industrial Ownership; and on Strategy Implementation and the Lack of Results.

See Download Center: White Paper #2: Strategy - and the Proper Use of M&A Tools; White Paper #3: Strategy and Implementation - and the Lack of Results; or White Paper #9: A 15 Step Recipe for Developing Your High-Quality Business Model.