Meet Mark L. Sirower
Principal, Deloitte Consulting LLP
Mark Sirower is a principal with Deloitte Consulting LLP and a leader in the M&A Strategy practice. Mark has more than 17 years of consulting experience advising clients in growth, strategy and innovation, M&A process and strategy, target screening, commercial due diligence, valuation, investor relations, pre- and post-close merger integration and on governance issues related to M&A decisions. He has been active in helping industrial goods, consumer goods, financial services and pharmaceutical companies rethink and grow their businesses profitably through M&A. He focuses on transforming clients from merely reacting to growth opportunities to having the capability to proactively determine the best opportunities and grow shareholder value.
Prior to joining Deloitte, Mark was global leader of the M&A practice at a major strategy firm and also led the M&A Strategy practice at a Big Four firm. His work has spanned across projects involving market analysis, strategy development and international acquisition search for technology division of a global tier-1 auto supplier, market analysis and strategic options development for world’s largest international industrial cleaning company re-entry into the U.S. market, and competitive positioning and strategic screening of life-insurance acquisition options for a Fortune 50 financial services company.
Mark is author of the M&A classic, The Synergy Trap, and his research and articles on best practice in acquisition performance have been featured in major business periodicals including Forbes, BusinessWeek, Fortune, the Economist, The Wall Street Journal and Harvard Business Review. An acclaimed speaker on M&A driven growth, he is adjunct professor at NYU’s Stern School and regularly presents to groups of CEOs, CFOs and boards of directors.
Mark received his Ph.D. in Strategy and Finance from Columbia University.
My Area of Specialization
My Career High
My proudest moment was the evening of the day I defended my doctoral thesis at Columbia University. After six years of ups and downs, I sat on the steps of Low Library just beneath the Alma Mater statue and lit up a cigar. My wish at the time was that my father -- a proud traveling salesman -- could have been there with me. I still miss him every day but I know on that day he would have been so proud of what we had accomplished. By the way, that thesis became a bestselling book, The Synergy Trap.
It is well known that mergers come in waves – but the only way we get waves is when companies all of a sudden start doing things they haven't done before. Reactive behavior in M&A will rarely lead to building shareholder value, most likely just the opposite as we also know well.