FIELD ACCOUNTS — KRX/TEST/2025
What Participants Say After the Work Is Done
Feedback collected from senior managers and teams who have completed Karex M&A process programmes across the three available formats.
Return to Home180+
Senior participants across all formats
34
Organisations served since launch
4.7
Average post-programme rating (out of 5)
96%
Would recommend to a colleague
PARTICIPANT ACCOUNTS
Feedback from Programme Participants
Chong Li Wen
Finance Director — Manufacturing, Selangor
April 2025
We went through the online course ahead of a potential disposal process. The module on information exchange and data room organisation was particularly useful — it told me what our internal team needed to prepare before we engaged an advisor, which saved us a significant amount of back-and-forth time in the early stages.
M&A Process Foundations Online Course
Rajan Annamalai
CEO — Logistics Group, Kuala Lumpur
March 2025
The two-day workshop gave my senior team a shared language for the M&A process that we had not had before. Prior to this, each person had a different mental model of what an acquisition actually involved. The reference handbook has been circulated to two additional people who joined our strategy group after the workshop.
M&A Process Workshop for Senior Teams
Hafizah Nordin
Group CFO — Property Development, KL
April 2025
The consulting engagement helped us produce a document inventory and integration planning framework that we simply did not have before. It took twelve weeks, which felt like the right pace — not rushed, not drawn out. The readiness plan has since been referenced several times in board discussions. The Karex team understood that this is education, not advice — that distinction was maintained throughout.
M&A Process Readiness Consulting Engagement
Tan Kok Wei
Head of Corporate Development — Technology, PJ
March 2025
I completed the online course over three weeks while managing my usual workload. The module on integration planning was the most valuable for our situation — we had been thinking about integration as something that happens after signing, and the course reoriented our thinking considerably. Some of the content is more complex than I expected, which I consider a positive.
M&A Process Foundations Online Course
Nurul Syahira Binti Ahmad
VP Strategy — Financial Services, KL
April 2025
Our team had four people attend the workshop. Two of them came in with quite different assumptions about what an M&A process involved — having them work through the same structured content at the same time was useful in itself. The facilitation was straightforward, not salesy. We came away with a written handbook, which our legal counsel has since reviewed for context.
M&A Process Workshop for Senior Teams
Wan Azri Bin Othman
Managing Director — Consumer Goods, Shah Alam
February 2025
The readiness consulting engagement was the most productive twelve weeks we have spent on internal organisation in some time. The stakeholder communication calendar was something we had tried to build ourselves and never finished. Having a structured consulting framework applied to it produced a document we are actually using.
M&A Process Readiness Consulting Engagement
FIELD CASE STUDIES
Case Study Summaries
These summaries describe the general situation of three participant organisations and the outcomes of their Karex programme engagement. Identifying details have been omitted.
CASE — CS-01 / CONSULTING ENGAGEMENT
Situation
A mid-sized manufacturing group in the Klang Valley had been exploring a partial divestiture for approximately eighteen months. The senior leadership team had no shared internal documentation of the assets under consideration, no integration planning framework, and a stakeholder communication calendar that had never been formalised. The group's legal advisors had indicated they were not yet able to begin formal process work.
Programme Engaged
The group engaged the twelve-week Readiness Consulting Engagement. The Karex team conducted an initial internal data audit, built a structured document inventory across the relevant entities, developed an integration planning framework appropriate to the group's operational structure, and produced a stakeholder communication calendar. A final written readiness plan was delivered in week twelve.
Outcome
The group's legal advisors confirmed in subsequent discussions that the level of internal organisation was considerably higher than they typically encounter at initial engagement. The readiness plan was used as a working input document for the leadership team's planning discussions over the following quarter. The group reported that the document inventory alone saved an estimated four to six weeks of advisor-led data room preparation time.
Duration: 12 weeks · Output: Written readiness plan
CASE — CS-02 / SENIOR TEAM WORKSHOP
Situation
A Kuala Lumpur-based financial services group had recently appointed a new CEO with a mandate to explore strategic combinations. The senior management team had mixed levels of M&A process familiarity — two members had prior involvement, four did not. The CEO wanted all six team members working from a consistent process understanding before initiating advisor conversations.
Programme Engaged
The group attended the two-day on-site Senior Team Workshop. Following a pre-workshop briefing call, the Karex team adjusted discussion scenarios to reflect the financial services sector context. All six participants produced personal reflection logs. An internal reference handbook was delivered as the primary group output at the end of day two.
Outcome
The CEO noted in a follow-up communication that the workshop achieved its primary objective of establishing a shared process vocabulary across the team. The reference handbook was circulated to two additional board members. The team subsequently engaged their advisors four months after the workshop, and the CEO reported that advisor introductory sessions were notably more productive than prior experience would have suggested.
Duration: 2 days · Participants: 6 · Output: Reference handbook + reflection logs
CASE — CS-03 / ONLINE COURSE
Situation
A corporate development manager at a technology group in Petaling Jaya was tasked with building the team's internal capability to evaluate potential acquisition targets. She had a finance background but limited prior exposure to the structural sequence of an M&A process. She needed content that could be completed around her existing workload.
Programme Engaged
She completed the seven-module M&A Process Foundations Online Course over three weeks. The module on information exchange and data room organisation was identified as highest priority given the team's near-term workload, and the self-paced structure allowed her to complete that module first before returning to the earlier preparatory modules.
Outcome
She subsequently recommended the course to two other members of the corporate development function. The terminology glossary was adopted as an internal reference document. She noted that the module on post-deal administration addressed a stage of the process that she had not previously mapped at all, and that this was the most valuable addition to her working knowledge.
Duration: 3 weeks · Format: Self-paced · Output: Module completion + glossary
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