Success story · November 2025
Expert advice on the acquisition of a key company in the energy sector
A five-month project to lead the operational due diligence and design the strategic integration roadmap for a target company
Client and Sector: Our client, a leading multinational group in the utilities sector (renewable energy) with operations in Spain, was undergoing a period of rapid expansion and market consolidation, driven by the arrival of a new investment Partner. The group was considering the strategic acquisition of one of its key installation suppliers.
The Situation / Need (The Pain): The organisation was facing a critical challenge: the need for an expert and impartial assessment of the target company prior to finalising the acquisition. They required immediate executive leadership, with proven experience in the energy sector (Accountability), capable of assessing internal management, identifying genuine synergies and minimising integration risks, reporting directly to the CEO.
The EPUNTO Approach and Solution (The Methodology): In less than two weeks, EPUNTO deployed an interim manager from our pool of executive talent to take up the position of Senior Executive Advisor. For five months, the executive worked alongside the client’s team with clear objectives: to lead the 360° assessment (financial, operational and organisational) of the target company and to design the strategic roadmap for its integration.
Under the supervision and mentorship of Patricio Gil Olmedo, Partner at EPUNTO, the project focused on analysing the processes and efficiency drivers in detail, identifying clear synergies with the acquiring group, and formulating integration proposals and a monitoring model (KPIs) to ensure post-merger success.
Frequently asked questions
What was the main challenge in this project?
The challenge was to ensure the success of a strategic acquisition (M&A) by assessing the transaction from an operational and managerial perspective, not just a financial one. A ‘plug-and-play’ executive with in-depth knowledge of the energy sector was needed to provide an immediate assessment.
Why was the decision made to appoint a Senior Advisor (Interim) rather than a traditional consultancy firm?
Speed and expert objectivity were crucial. An M&A process involves very short windows of opportunity. The client could not afford to wait the months required for a selection process, nor could it divert its own management team from their duties. It needed top-tier, highly qualified talent to ensure an operational due diligence analysis and a strategic roadmap within a short timeframe (5 months).
What was the most significant impact during the first 90 days?
In the first quarter, our Senior Advisor successfully completed the SWOT analysis of the target company, identifying hidden weaknesses and key strengths on which to build future growth. In addition, an initial overview of synergies and operational efficiencies was presented to senior management.
How did EPUNTO ensure the transfer of knowledge at the end of the mission?
Our methodology includes a structured exit plan. The main output of the service was the delivery of the strategic plan and the integration roadmap. The Senior Advisor documented all findings and defined a monitoring model with KPIs so that the client’s permanent team could execute the post-acquisition integration, ensuring the long-term sustainability of the improvements.
What unique feature did EPUNTO bring to this solution?
Speed of onboarding (less than two weeks) and precision in the selection of the executive. We provided a Senior Executive Advisor who not only had proven technical expertise in M&A, but also a deep understanding of the renewable energy sector, enabling them to speak ‘the same language’ as the teams and identify value drivers that a purely financial profile would not have spotted.
