Mieke L. Thorson

Mieke Thorson has 20 years of experience specializing in sign-to-close planning, post-merger integration and separation execution from a human capital perspective. Ms. Thorson has human resources (“HR”) expertise leading both corporate and private equity deals, which range from small-to-billion-dollar complex global projects. She has industry expertise across the financial services, telecom, media, technology, healthcare, energy and consumer retail sectors.

Ms. Thorson specializes in advising clients on human capital issues that emerge during the M&A lifecycle, including HR strategy, operating models, integration program management, HR information systems (“HRIS”), human capital management (“HCM”) systems, talent acquisition and management, organizational design, total rewards, unions, work councils and overall employee experience.

Prior to joining FTI Consulting, Ms. Thorson was with the Human Capital Deal Advisory practice at KPMG, where she led numerous mergers, acquisitions, integrations and separations. As a former Chief Human Resources Officer, Mieke has first-hand experience leading an HR function and can quickly support leaders as they establish integration frameworks, assess the current environment, develop target operating models (Day-1 and future-state) and create detailed project plans by HR sub-function.

Ms. Thorson’s early career included various global talent leadership roles within a $3.6 billion global data and information organization, as well as executive search consulting at Korn Ferry International.

Relevant Experience:

• Assisted a private equity client with the integration of two separate businesses (5,500 and 2,500 employees in 35 countries) as a result of an approximately $6.3 billion merger
• Supported a $16 billion corporate merger of two liquefied natural gas (“LNG”) oil and gas mid-stream pipeline companies; advised on HR integration planning and organizational design
• Led the carve-out HR workstream for a consumer goods company; assisted with identification of risks related to Day-1 transition and advised on transition services agreement (“TSA”) review to ensure coverage and understand gaps
• Managed the HR separation process for a small (500 employees) spin-off of a strategic seller; included separation mapping, planning, execution and detailed support around TSA negotiation
• Supported operating model and organizational design for a billion-dollar global minerals company; created synergy capture of $100 million across general and administrative (“G&A”) functions
• Supported multiple tech migrations of HCM systems (Workday, SAP, ServiceNow, etc.) as part of client projects to ensure providers delivered proper HR data, metrics and dashboard capabilities