Job Description:
• Audit prior transaction records to understand how workforce matters have been handled historically — what worked, what created risk, and where guidance was absent or inconsistent.
• Rebuild and sharpen the existing guidance for standard corporate acquisitions, covering the full arc from initial due diligence through workforce onboarding and stabilization.
• Build out a dedicated set of guidance for situations where the company being acquired has an existing commercial relationship with the buyer — a scenario where workforce classification and contractual status create layered, non-obvious risks.
• Develop a separate workstream for transactions where workforce integration is intentionally deferred, requiring the acquirer to manage people who are not yet formally part of the organization.
• Create a practical tool for evaluating how a target company has classified its workers, with a focus on identifying situations where the label applied does not match the nature of the work being performed.
• Synthesize relevant trends in how technology sector deals are being structured, particularly as they affect non-employee workforce considerations.
• Contribute strategic thinking to a workstream examining how internal compliance tools could be extended for use by parties outside the organization.
Requirements:
• A career built around M&A in the technology sector, with direct experience advising on workforce matters as part of transaction planning and execution.
• Familiarity with the full range of deal structures common in tech — from straightforward acquisitions to talent-driven purchases and situations where integration happens in stages over time.
• The ability to look at a transaction scenario and quickly identify where the workforce-related risks sit, including risks that aren't obvious from the deal documentation alone.
• Experience producing guidance documents — not just advising verbally — that non-specialist teams can follow without needing a lawyer or consultant in the room.
• Strong working knowledge of how non-employee workforce arrangements function in large technology organizations, including the compliance obligations that attach to them.
• Comfort operating across jurisdictions and recognizing where country-specific rules change the picture materially.
• Nice to Have: Prior work on engagements where the acquirer and target had a pre-existing vendor or supplier relationship. Experience working alongside in-house legal, HR, or procurement teams in a transaction context. Exposure to workforce classification tooling or automated compliance assessment processes. Views on how technology companies are adapting their non-employee workforce practices in response to changing regulatory and deal-making environments.
Benefits:
• n/a