Validate the assumptions inside any model supporting merger financial negotiation.
Managing Financial Negotiation in Major Merger Transactions
A senior-level treatment of merger financial negotiation, focused on what changes outcomes.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The audit trail behind merger financial negotiation matters as much as the decision itself. Growth built on poorly controlled this part of financial and banking practice reverses faster than it accumulated. Participants finish able to explain the financial and banking practice discipline to a non-specialist audience without losing precision. Mature organisations treat merger financial negotiation as a standing capability rather than a project that finishes. Moving the financial and banking practice capability from written policy into daily practice is not achieved by a single decision. It is designed for mixed groups, so that this part of financial and banking practice is examined from more than one functional angle. Sessions alternate between guided analysis of merger financial negotiation and supervised application. Content is organised around the decisions practitioners actually face in this area of financial and banking practice, not around theory headings. The course ends by identifying what the participant will stop doing to make the financial and banking practice capability sustainable.
Expected Learning Outcomes
Translate policy on merger financial negotiation into procedures that hold up under day-to-day pressure.
Apply the relevant accounting and disclosure treatment to merger financial negotiation.
Design a practical operating method for merger financial negotiation that fits the organisation's size and maturity.
Set a realistic target state for merger financial negotiation and a defensible route to it.
Establish the segregation of duties required around merger financial negotiation.
Build the audit evidence that demonstrates merger financial negotiation operated as designed.
Who Should Attend
Technical staff being prepared for supervisory responsibility over merger financial negotiation.
Credit and underwriting officers assessing merger financial negotiation.
Department heads accountable for the results of merger financial negotiation.
Financial technology and change staff modernising merger financial negotiation.
Risk managers responsible for merger financial negotiation.
Treasury and asset-liability staff managing merger financial negotiation.
Course Modules
Merger financial negotiation: stress testing and scenario analysis
2 sessions · 8 pointsSession 1What a supervisor will ask about merger financial negotiation, and in what order
- Record the rationale for each significant choice made about merger financial negotiation.
- Confirm client due diligence standards applied to merger financial negotiation are current.
- Assess the capital consumed by merger financial negotiation under current and stressed conditions.
- Record what was learned when merger financial negotiation did not go as planned.
Session 2The early warning on merger financial negotiation that arrives in time
- Build the competence framework that supports merger financial negotiation.
- Check the accounting treatment applied to merger financial negotiation against current standards.
- Review concentration by counterparty, sector and geography inside merger financial negotiation.
- Collect evidence on the present handling of merger financial negotiation before proposing changes.
Merger financial negotiation: measurement, models and their assumptions
2 sessions · 8 pointsSession 1What has to be agreed before work on merger financial negotiation starts
- Reduce the variation in how merger financial negotiation is carried out between teams.
- Set escalation thresholds for merger financial negotiation that work out of hours.
- Identify the data already collected that bears on merger financial negotiation.
- Check the legal and contractual exposure created by merger financial negotiation.
Session 2Reporting merger financial negotiation so the reader can act on it
- Write down the assumptions underpinning the approach to merger financial negotiation.
- Confirm reporting on merger financial negotiation reaches the committee that can act on it.
- Translate the appetite for merger financial negotiation into limits someone monitors daily.
- Set early warning indicators for merger financial negotiation with defined action thresholds.
Merger financial negotiation: the control framework and segregation of duties
2 sessions · 8 pointsSession 1What merger financial negotiation does to capital and liquidity under stress
- List the assumptions in any model supporting merger financial negotiation and when each was last challenged.
- Distinguish symptoms from causes when merger financial negotiation underperforms.
- Agree what will be standardised in merger financial negotiation and what will not.
- Confirm regulatory reporting on merger financial negotiation is complete, timely and reconciled.
Session 2Stress scenarios for merger financial negotiation that are plausible rather than convenient
- Agree who signs off merger financial negotiation and record that they did.
- Review whether merger financial negotiation is aligned with the objectives of the business line.
- Build the internal briefing that explains merger financial negotiation to those affected.
- Prepare the evidence pack demonstrating merger financial negotiation operated as designed.
Merger financial negotiation: risk appetite, limits and policy
2 sessions · 8 pointsSession 1Escalation and decision rights in merger financial negotiation
- Confirm segregation of duties across initiation, approval and settlement of merger financial negotiation.
- Design the exception process for merger financial negotiation and require a documented rationale.
- State the risk appetite for merger financial negotiation as a number, not an adjective.
- Verify six months later that changes to merger financial negotiation have held.
Session 2The cost of merger financial negotiation and how to present it
- Confirm that those complying with merger financial negotiation understand why it exists.
- Draft the minimum viable control framework for merger financial negotiation.
- Set out the decisions in merger financial negotiation that require sign-off and by whom.
- Identify the key controls over merger financial negotiation and who tests them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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