Craft Sustainable Success Through Strategic M&A

Discussion with Matteo D’Antuono

Matteo D’Antuono, Group CFO of a multinational real estate company, has over 15 years of experience in industries like pharmaceuticals, manufacturing, transportation, and real estate. Leading his company’s European expansion, D’Antuono has driven acquisitions in the Netherlands and Portugal, guided by a vision to become a pan-European leader. In this discussion, he shares how to craft smart M&A strategies, integrate teams seamlessly, and use technology to build sustainable success.

Strategic Alignment: Building the Roadmap for M&A

Every successful acquisition starts with a clear plan. D’Antuono insists that knowing exactly where you’re heading is critical to avoid costly missteps. “You need to set your objectives and strategies clearly. Only then can you design your M&A activities around them”, he explains, reflecting on his approach to building a roadmap for success. For Matteo, every acquisition isn’t just about growth—it’s about growing in the right direction.

At the core of Matteo’s approach is an investor policy—a framework that defines what the company is looking for in a potential acquisition. This document shapes decisions by identifying targets that align with the company’s vision, whether the focus is on expanding into new regions, tapping into complementary markets, or finding operational synergies. For instance, Matteo’s current company prioritized acquisitions in the Netherlands and Portugal to strategically grow its European footprint.

But strategy is only part of the equation. D’Antuono emphasizes the importance of discipline in execution. “It’s easy to chase deals that look good on paper but don’t align with your strategy”, he says. By sticking to the plan, D’Antuono ensures that acquisitions build on a strong foundation and contribute to sustainable growth.

Cultural Integration: The Human Side of M&A

Numbers can tell a compelling story, but D’Antuono believes that true success in M&A lies in understanding people and culture. “Rather than focusing solely on numbers, you need to deeply understand the culture, vision, and commitment of the people you’re bringing on board”, he shares. This insight is particularly critical during post-merger integration, where cultural mismatches can derail even the most promising deals.

He sees cultural compatibility as a two-way street. During the due diligence phase, his team engages deeply with the leadership of the target company, assessing not only their financials but also their openness to change. “The level of trust and collaboration you build during these early conversations is key to understanding if the teams can work together”, D’Antuono explains.

This collaborative approach extends beyond the acquisition phase. D’Antuono encourages mutual learning between the acquirer and the acquired. “Integration isn’t about forcing one side to adapt. It’s about both sides evolving together to unlock value”, he adds. By fostering this mindset, D’Antuono has successfully built teams that are aligned not just in goals, but also in culture and vision.

The Role of Technology: Strengthening the Backbone of Operations

Expanding across multiple regions and industries creates operational complexities that require careful management. D’Antuono emphasizes the critical role of technology in simplifying and streamlining processes. “The quality of data and the alignment of processes are key to unlocking synergies within a group”, he says, drawing from his experiences in industries where digital infrastructure often lagged behind the company’s growth.

In a previous role in the manufacturing sector, D’Antuono faced significant challenges with fragmented ERP systems across newly acquired entities. “We spent months aligning data and systems because without that consistency, you can’t achieve the full potential of an acquisition”, he recalls. Harmonizing digital tools not only enhances efficiency but also provides leadership with a clear view of the organization’s performance.

He is particularly excited about the potential of AI and data analytics to transform decision-making. “AI will be as transformative for business today as Excel was 20 years ago”, D’Antuono predicts. However, he cautions against adopting technology for its own sake. “You need to focus on pragmatic AI—tools that genuinely solve problems and improve processes, not just buzzwords”. By adopting this practical mindset, D’Antuono ensures his company stays ahead of the curve without wasting resources.

Balancing Profitability and Sustainability

In an era where businesses are increasingly expected to do more than just turn a profit, D’Antuonohas made sustainability a key pillar of his strategy. “We invest in people, not just markets. Sustainable growth comes from understanding and aligning with the culture of the companies we acquire”, he says, underscoring the importance of building human capital alongside financial capital.

His company’s investments in healthcare and educational facilities reflect this philosophy. By targeting sectors with clear societal benefits, D’Antuono ensures that his team is not only generating financial returns, but also making a meaningful impact on communities. “There’s a lot of room for private investment in areas like public infrastructure, where the returns are both financial and social”, he adds.

D’Antuono also cautions against rushing acquisitions for the sake of growth. “Rushing deals can lead to integration challenges that weaken the entire structure”, he warns. Instead, his team prioritizes careful evaluations and measured growth, ensuring that every move strengthens the company’s foundation while aligning with its sustainability goals.

Key Takeaways for Executives

D’Antuono’s experience highlights three essential lessons for executives managing the intricacies of mergers and acquisitions. First, start with strategy by ensuring that every acquisition aligns with your overarching vision and long-term goals. M&A decisions should be guided by strategic objectives rather than short-term gains, setting the foundation for meaningful and lasting value creation.

Second, focus on sustainable growth by adopting a balanced approach that prioritizes both profitability and sustainability. By embedding these principles into your M&A strategy, you can drive growth that is resilient and aligned with the broader market and organizational goals.

Finally, prioritize post-merger integration to unlock the true value of an acquisition. Allocate the necessary time and resources to this phase to merge cultures and operations seamlessly, build cohesion, and ensure the success of the newly combined entity.