In this interview with Tessie San Martin and Constantin Abarbieritei, CEO and Chief Operating Officer, respectively, at Plan USA, we discuss what lessons they learned in leading two acquisitions and one divestiture.Quotes:“If you want to do M&A, you’d better also know how to do divestiture”“The lack of financial motives, metrics as well as incentive structures, as compared to the private sector, is a real problem in making M&A happen in the NGO sector”In this stimulating discussion, Tessie and Constantin share their observations:The impact of the fact that no money changes hands in the case of M&A among NGOs How and at what stage to involve your major funders What happens when organizations wait too long to consider an M&A, and the less than ideal pressure that ‘distress sales’ put upon a merger How the lack of specialized M&A expertise as well as (donor) funding for the costs of considering and managing a Merger or Acquistion act as important barriers The ‘dance’ with the two boards and senior leadership teams that are involved How COVID has positioned M&A as a tool for Northern-founded INGOs to reinvent themselvesAnd how this does not preclude NGOs from also divesting power to the local level (#shiftthepower)Tessie’s profile:LinkedIn profile TessiePlan USA websiteHumentum blog post by Tessie and Constantin about their lessons learnedConstantine’s profile:Constantine’s LinkedIn profileEmail: constantin.abarbieritei@planusa.orgleClick here to subscribe to be alerted when new podcast episodes come out or when Tosca produces other thought leadership pieces.Or email Tosca at tosca@5oaksconsulting.org if you want to talk about your social sector organization’s needs, challenges, and opportunities.You can find Tosca’s content by following her on her social media channels: Twitter            LinkedIn         Facebook