Securing Human Capital: Aligning Individual Drivers with Post-M&A Value Creation

Q&A with Thomas d’Hauteville, CEO & Co-founder, iNNERSHiP, a services and technology company specialized in securing successful human transformations post-M&A. Its proprietary VCIM™ platform enables business leaders to secure value creation by aligning individual motivations with company priorities, turning human capital into a measurable lever for success.

IPEM: What is the most misunderstood aspect of value creation in your area of expertise today?

TD: There are many who still view human capital as “soft” and secondary, choosing instead to focus first on synergies, processes, and numbers. In reality, culture, leadership alignment, and engagement are often the true levers that determine whether an investment thesis is delivered. Ignoring them early on can erode value faster than any operational inefficiency.

These are, of course, essential. But culture, leadership alignment, and engagement must also be treated as core KPIs – because they often determine whether an investment thesis is delivered. The real challenge is not to choose between financials and people, but to track both with the same level of rigour. Ignoring the human side early on can erode value faster than any operational inefficiency.

More than ever, there is a tension between two needs: companies must transition faster than ever, while individuals need time to reflect and find meaning in their work. The challenge – and opportunity – is to reconcile both: combining the speed of collective transition with the consideration of individual drivers. That is where value is won or lost, post-M&A.

IPEM: Where are you seeing the biggest gap between boardroom ambition and execution on the ground?

TD: The board often sets bold post-deal targets, assuming that people will naturally align with the new

strategy. On the ground, uncertainty, cultural friction, and misaligned motivations can slow execution. The gap lies in underestimating the need for a structured, measurable approach to mobilise both teams and individuals from Day One.

IPEM: What capability or mindset shift will define the next generation of value creation?

TD: Value creation will require leaders who can combine operational discipline with cultural agility. That is to say, leaders who are able to align both teams collectively and individuals, each with their own specific expectations, around a common vision. And this can be a huge challenge. Most of the time leaders are good at putting forward a clear vision for the firm, especially post-M&A, but don’t have the time or capacity to engage with everyone and ensure their personal drivers are connected to it.

Yet we believe this capability will define the next generation of value creation. This leader-as-coach, leader-as-servant mindset - actively listening to the needs and aspirations of individuals - will be crucial to turn people into drivers of change rather than passive spectators.. It starts by equipping middle management with the right tools and mindset to listen to their teams individually. This is key to secure performance from day one and long after external advisors have left.

IPEM: If you could embed one question into every due diligence process, what would it be?

TD: I would say: “How will we ensure that people – shaken by a change in ownership – are engaged, motivated, and aligned with the new project, both collectively and individually?”

IPEM: How do you think the operational value creation playbook might evolve in the coming years?

TD: We’ll see a shift from static, one-time integration plans to dynamic, people-centered execution models.

The best playbooks will track human capital metrics alongside financial KPIs – engagement, leadership effectiveness, retention of key talent – to ensure sustainable value creation. Most private equity funds are really good at looking at the strategy & the financials. When they think about people, they tend to delegate this to the company CEO, and then the CEO to the head of HR. And little by little it becomes a HR issue. In fact, it should be a leadership issue.

Moreover, the companies that will truly stand out are those that use AI conscientiously – not just for efficiency, but in a way that reinforces culture and values. When technology supports a sense of belonging and strengthens people’s connection to a meaningful, human-centered project, it becomes a powerful driver of sustainable value creation.