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Value Drivers: Considerations for the M&A Process                                      

 Executive Management

Value drivers are the attributes that differentiate—and distinguish—successful companies. These value drivers can show the strength of a company’s business model, customer base, products and technology, and better position the company next to its competitors. Value drivers make a business more valuable to potential buyers. This session reviews ways that sellers can identify and tell a compelling story about their value drivers and identifies buyers’ best practices for strategizing during acquisitions. 

View his OMTEC 2014 presentation here.

Session Takeaways:
• What strategics look for when acquiring revenue-generating companies
• A typical strategics' M&A transaction process
• Identification of key value drivers, along with the characteristics that prospective buyers may find more—or less—desirable about each driver
• How to tell a compelling story about value-drivers
• Mitigating risk and “ensuring that your house is in order”


Don Urbanowicz
Urbanowicz WEBPrincipal
Urbanowicz Consulting

Don Urbanowicz has a 30-year successful track record of performance with multinational healthcare companies. He has served in various leadership roles spanning General Management, Global Marketing, Sales, Strategic Planning and Business Development. Mr. Urbanowicz has successfully developed and implemented Strategic Planning and Transaction Life Cycle processes. He has successfully concluded 40+ transactions (35 percent outside the U.S.), primarily pre-revenue/technology and revenue-generating bolt-ons, since 2001. Such deals have included stock and asset purchases, exclusive licenses, supply/distribution agreements, equity investments and divestitures, primarily in the hip, knee, spine, orthobiologics, stimulation and sports medicine segments. In January 2011, Mr. Urbanowicz founded Urbanowicz Consulting as a medical device advisory firm with a musculoskeletal focus to enable clients to achieve their strategic and transaction-related goals by capitalizing on market opportunities.