Goodman Group is one of the world’s most successful industrial property companies.

With a total portfolio of $78.8bn, more than 1,600 customers and operating in 15 countries, it is a shining success story on the ASX. But growing into new markets through acquisition brought its challenges.

Services

  • Strategy
  • Planning
  • Merger and Acquisition (M&A)
  • International Business Culture

Our CEO, Siebert Neethling, has supported the cultural complexities of mergers and acquisitions for almost thirty years. He was employed by SAB as the beer company was rapidly acquiring companies in Asia, Africa and Eastern Europe, building up to the acquisition of US-based Miller to become the largest brewing company in the world. That experience taught him what good looks like in M&A, and also how value can be destroyed if cultural integration is neglected.

This proved important in many subsequent roles and assignments, including when Goodman Group expanded into Japan and Europe. Siebert was, at the time, a retained external provider of advisory and developmental services to Goodman.

In Japan, Siebert supported the leadership in the complex integration of the Japanese culture of the acquired companies, and the culture and expectations of the new, Australian owners. Working in Tokyo and Osaka, navigating cultural and language barriers, he established long-term relationships that have endured as leaders have moved on to different roles.

In Europe, Siebert supported the complex integration of the legal teams of existing and newly acquired companies. The highlight was a program to accelerate understanding, joint planning and collaboration, culminating in a joint conference at Chateau du Lac in Genval, Belgium.


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