Martin Gary, Lead Consultant

With over a decade of experience in IT M&A and digital transformation, I’ve advised some of the world’s leading financial institutions, private equity funds, and insurance groups on how to navigate complex technology landscapes during periods of high-stakes change.

Before launching my consulting practice, I held a senior role at KPMG Advisory, one of the world’s leader consulting firms in IT M&A, where I specialized in tech due diligence, post-deal integration, and large-scale IT transformations. My work consistently involved advising on multi-million-euro transactions, helping clients mitigate risk, uncover hidden costs, and execute with precision.

I bring a rare blend of technical expertise, financial fluency, and operational rigor—shaped by international experience in both Europe and the United States, including time spent in global investment banking. I'm fluent in English, French, and Spanish, and thrive in fast-moving, cross-border environments where clear thinking and swift action are critical.

Whether you’re evaluating an acquisition target, managing a merger, or delivering a strategic system overhaul, I help ensure the technology supports the business—not the other way around.

My Background

Experience and Expertise

IT M&A Due Diligence (Pre-Deal)
Assessing tech environments of acquisition targets with deep-dive evaluations across infrastructure, systems, risk, and scalability.

Post-Deal Integration
Designing and implementing seamless transitions — from team alignments and system migrations to full-stack tech harmonization.

Carve-Out & Separation Planning
Leading clean exits through detailed IT disentanglement strategies, supporting both buyers and sellers.

Core Systems Implementation & Migration
Supporting end-to-end transformation programs and platform modernization.

Selected Projects

Here’s a selection of projects I’ve worked on that are publicly known. Each one reflects my role in helping clients make smarter decisions, manage complexity, and deliver results—whether in M&A, post-deal integration, or large-scale IT transformation.

Sell-Side IT Due Diligence & Separation Planning – SG Equipment Finance Divestment

Led the full sell-side IT due diligence for the carve-out of SG Equipment Finance from Société Générale Group. As Manager, I supported the client across every phase—from preparing documentation and managing expert sessions with potential buyers, to delivering Day One readiness planning and a detailed IT separation assessment. The engagement ensured buyers had full visibility into IT risks and integration pathways while enabling a smooth transition strategy post-deal.

Buy-Side IT Due Diligence & Integration Planning – Indosuez x Degroof Petercam

Supported Indosuez Wealth Management (Groupe Crédit Agricole) in the acquisition of a majority stake in Banque Degroof Petercam. I led the full buy-side IT stream, starting with due diligence and continuing through separation assessment, Day One readiness, and support through closing. I also helped define and implement the TSAs (Transition Service Agreements) and coordinated the execution of the Day Two integration and separation plan—ensuring a smooth transition and operational continuity across both organizations.

Tech Due Diligence for Strategic JV – Crédit Agricole x Worldline

Conducted an in-depth IT due diligence for Groupe Crédit Agricole ahead of its strategic joint venture with Worldline. As part of the engagement, I led the full assessment of the platforms and technology assets contributed by Worldline—covering architecture, scalability, integration complexity, and operational risks. The work provided Crédit Agricole with a clear view of the technical landscape and informed critical decisions in the formation of a major new player in France’s merchant services sector.

Sell-Side IT Advisory & Day One Planning – Société Générale x Lyxor

Supported Société Générale in the divestment of its asset management arm, Lyxor. I led the IT workstream on the sell side, delivering detailed due diligence materials for potential buyers and supporting the full Day One readiness planning. My role included identifying separation requirements, defining transitional service needs, and ensuring continuity of critical IT functions throughout the transaction—laying the foundation for a smooth and secure handover of operations.

Buy-Side IT Due Diligence & Integration Planning – BNP Paribas Cardif x Neuflize OBC

Supported BNP Paribas Cardif in the context of its strategic life insurance partnership with Neuflize OBC. I led the IT stream on the buy side, conducting a full technology due diligence of Neuflize’s systems and digital infrastructure. My work included Day One readiness planning, the definition of Transition Service Agreements (TSAs), and the development of a detailed Day Two integration roadmap—ensuring operational continuity and a seamless onboarding of platforms and processes.

Buy-Side IT Due Diligence & Integration Planning – Société Générale x Saham Bank

Advised Saham Group during its strategic acquisition of Société Générale's operations in Morocco. I led the IT workstream on the buy side, conducting in-depth due diligence of SG Morocco’s technology landscape—including core systems, infrastructure, and compliance alignment. The engagement also included Day One readiness planning and the design of a scalable Day Two integration roadmap, supporting Saham’s transition into full banking operations with clarity and control.

Buy-Side IT Due Diligence – Beltone x Baobab Group

Advised Beltone Financial Holding during the acquisition of a majority stake in Baobab Group. I led the buy-side IT due diligence, assessing the maturity, scalability, and risks of Baobab’s technology platforms across its multi-country microfinance operations. The engagement provided Beltone with a clear understanding of IT readiness, infrastructure robustness, and potential integration challenges—ensuring a well-informed investment decision in a high-growth financial services environment.

Core Banking Transition & PMO Leadership – AnaCap x Barclays France (Milleis)

Following AnaCap’s acquisition of Barclays’ French retail banking operations, I played a key role in the post-deal transformation—supporting the setup of Milleis as a fully standalone entity. As part of the central PMO, I oversaw the implementation of a new Core Banking System and led the planning and execution of the Barclays Group CBS decommissioning. My work ensured operational continuity, regulatory compliance, and strategic autonomy during a highly sensitive carve-out and transition period.