Strategic advice on complex business challenges

Our management consultants help clients navigate complexity across M&A, regulation, technology and people.

Global and national institutions face the most complex environment in decades, from the rise of AI to turbulent geopolitics. We advise clients on navigating their most complex challenges at three key stages in the corporate lifecycle: M&A planning and execution; enterprise transformation; and disruptive regulatory change.

Our highly experienced consultants and practitioners work alongside – or embedded within – your teams to help them plan and execute with confidence and foresight. We help client teams align across business functions to translate strategy into action, building capability and connecting activities to outcomes, working together with them to get the job done. Our work is underpinned by the global reach, expertise and network of DLA Piper, and we work alongside legal teams to deliver consulting and advisory services beyond the law.

“Senior decision-makers need to know they're getting the best advice from a team who understand the technological, commercial, legal and regulatory challenges they face.”

What we do

Integrated M&A

Making major investment and growth decisions requires confidence in both the opportunity and the path to delivery. Across today’s M&A landscape, organisations must navigate complex strategic, operational, and structural challenges from initial decision through to execution.

We bring senior execution experience in early, helping shape strategy, define the deal, and ensure it is deliverable in practice, not just compelling on paper. We support the full lifecycle, from pre-deal strategy and corporate development through to separation, integration, and value realisation.

Working alongside your team and advisers, we remain embedded throughout. The same senior team stays from start to finish, maintaining continuity, context, and momentum.

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Challenge

Following a major acquisition and multi-year transition program, a multinational insurance provider made the decision to divest its savings and investment business. The separation required significant coordination across business units, regulatory obligations, operational processes and people, while maintaining performance across the broader organisation.

Our approach

Leading the separation and change program, our consultants worked at the centre of the transaction in which we coordinated stakeholders, managed risks and aligned activities across all functional areas. We also worked closely with the client to design and implement a business-led separation approach that balanced transaction requirements with operational continuity, enabling the organisation to execute the divestment while maintaining momentum across its broader transformation agenda.

Outcome

Separation delivered on time and within budget
92% employee retention throughout the transition
Minimal disruption through structured knowledge transfer
Continued strength across strategic alliances and distribution networks spanning more than 700 branches
Stable business performance maintained throughout a highly complex transaction

Challenge

An Australian member-based organisation sold a 90% stake in its insurance business for AUD855 million, alongside a 25-year exclusive distribution agreement. The separation needed to be delivered across multiple teams, systems and regulatory requirements, while maintaining service for more than 1.7 million members and freeing up capital to reinvest in core services.

Our approach

We worked with the client to plan and deliver the separation across people, systems and compliance. This included setting clear responsibilities, putting practical governance in place and supporting the setup of transitional services, including cost models and agreements. A clear readiness plan helped manage the Day 1 transition and maintain steady operations.

Outcome

Uninterrupted service for more than 1.7 million members
Transaction completed on time, supporting a AUD855 million divestment
Access to improved scale, technology and underwriting capability
Stronger daily operations and governance
Ongoing revenue through a 25 year partnership

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Challenge

A major Australian regulator was responsible for overseeing a significant reform agenda following a high-profile public inquiry. The organisation faced heightened public scrutiny, complex governance challenges and significant stakeholder expectations while delivering large-scale organisational change.

Our approach

We worked alongside our client's legal and regulatory specialists to support leadership through a period of significant transformation. We helped strengthen governance, support executive decision-making and navigate complex organisational challenges arising from the reform program.

Outcome

Supported delivery of a significant regulatory reform agenda
Strengthened governance and decision-making frameworks
Improved organisational readiness to manage complex regulatory obligations
Enhanced alignment across leadership and key stakeholder groups
Contributed to the successful implementation of major regulatory change

Challenge

The Australian arm of a global defence organisation was required to prepare its first mandatory climate report under new local requirements. The business needed to meet evolving obligations while aligning with existing global practices and building a practical reporting approach suited to its Australian operations.

Our approach

We worked with local leadership to review existing global disclosures and assess their alignment with Australian standards. Through targeted workshops we identified key climate risks, considered operational impacts and mapped gaps. We then developed a clear, practical reporting approach and supported governance processes, including Board readiness ahead of submission.

Outcome