If you are considering either a sale or a listing of your company - or one of its business units -, Defim can provide you with broad support and expertise required in such a process. The same applies to clients who seek to do acquisitions, or want to integrate acquired (or reorganised) activities or companies within their existing business. Examples of assignments carried out in these (and other) fields of expertise include:

• Strategic Review process (July 2010-October 2011)
  ING Real Estate Investment Management (Europe)
  Exploring alternative strategies – including a possible sale of the business - at the request of the shareholder, in close cooperation with the target’s management team and shareholder advisors.
  
  
• Coordination of a Vendor Due Diligence process
  (January 2007-August 2007)
  Itho (production and trade of climate systems)
  At the request of the former shareholder, a Vendor Due Diligence process was organized and Dennis temporarily joined Itho’s management team as interim CFO responsible for the preparation and execution of the entire VDD process. In this role, he was the central point of contact for the commercial, financial, legal and tax teams performing their due diligence work. During the process, the air conditioning business was sold and Dennis was involved in the negotiations, establishment of Service Level Agreements and the purchase price settlement.
  
  
• Acquisition and integration of a provider of pay TV services
  (August 2005-January 2006)
  Canal+ / chellomedia, now part of Ziggo
  Project and program manager. Coordination of all financial, legal, operational and tax aspects related to the contemplated acquisition of Canal+, a provider of pay TV services in the Netherlands, by chellomedia. These tasks included a.o. the planning and implementation of the integration within the chellomedia organization, a review and settlement of working capital movements in the context of a take-over balance sheet, and defining Service Level Agreement.
  
  
• Implementation IFRS (February 2004-February 2005)
  Project manager for ING Real Estate Investment Management (Global)’s worldwide conversion to IFRS, including local office training and adaption of underlying IT and reporting systems.
  
  
• Roll-out of cooperation models and cash flow system
  (April 2002-February 2003)
  iesy Hessen (cable operator for the state of Hessen, Germany)
  Three subsequent projects: implementation of a cash flow and covenant monitoring system, act as project manager to set-up cooperation agreements related to providing “triple play” services to consumers with third parties (“Level4” network owners), and setting up a management reporting system with Key Perfomance Indicators.