A QUIET CONFIDENCE
David offers his clients the candid, confidential advice necessary to envision and implement effective change in large, complex organizations.
Coaching executives in companies undergoing transformational change
Helping companies execute mergers and acquisitions with a particular emphasis on their post-merger integration
Facilitating a company review process with a large executive team
Tackling a very specific issue of high importance to a company
David Fubini has skillfully guided CEOs and other C-level executives in some of the most important merger and acquisition transactions in the last half century. As the founder and leader of McKinsey & Company’s Worldwide Merger Integration Practice for many years, David offers a deep understanding of the financial, operational and organizational challenges that companies must face during times of transformational change.CONTACT DAVID
David’s work spans a wide range of industries and geographies. Some highlights of his career include:
Supporting the reorganization of each of the six sales and marketing divisions, as well as the creation of a new nameplate division, for one of the major U.S. based OEM automotive manufacturers.
Helping launch and coordinate support for the merger of American Airlines and US Airways to form the largest domestic airline carrier in the U.S.
Shaping the integration of IBM’s PC business with Lenovo by working closely across company operations in China, Raleigh, NC, and Armonk, NY.
Leading McKinsey’s role in aiding Merck’s integration with Schering Plough, one of the largest mergers in Pharma industry.
Advising the leadership of Harvard Medical School and Boston Medical Center in rethinking basic operational strategy in light of emerging market/regulatory realties.
Staffed and helped write the report of the “Monan Commission” recommending fundamental changes to the governance and operation of the Massachusetts Court System. Was a member of the Court Management Advisory Board charged with implementing these changes
Playing a crucial role in Raytheon's effort to merge Hughes, E Systems and TI’s Defense operations to create one of the largest defense contractors in the United States. Aided in the merger of Lockheed Martin’s Information and Systems group with Leidos to form the largest IT service supplier to the US Defense industry
Eugene Fubini, a physics prodigy who fled Italy when the fascists came to power, his searing intelligence and relentless determination lifted him from obscurity to the highest levels of the Pentagon
How can CEOs and other senior managers define a merger leadership role for themselves that adds significant value to the work of integration teams
JVs and alliances can deliver more shareholder value than M&As can, but getting them off the ground can trip you up in unpredictable ways