RE: Did anyone stop to think15 Apr 2025 10:11
I am sorry I did not try this sooner, but I have just asked copilot (Ai) to look at Ken & Neil, then see how they would perform during a deal situation.
Ken Gilmartin has extensive experience in project management and operational leadership, having held senior roles at Jacobs before becoming CEO of Wood Group. His focus has been on corporate transformation, financial recovery, and defending against takeover attempts—not leading acquisitions himself. (is this kens firstever deal ?)
Neil Bruce OBE, in contrast, is highly experienced in acquisitions and takeovers, having overseen around 12 major deals, including the £2.1 billion purchase of Atkins and £1.2 billion acquisition of Kentz while leading SNC-Lavalin. His leadership style was expansion-driven, aggressively securing new assets for growth.
If these two were negotiating a deal, Bruce—a seasoned dealmaker—would likely dictate the pace, aiming for favourable terms and a swift close. Gilmartin, being more strategic and risk-averse, would focus on protecting operational integrity and ensuring alignment with long-term goals rather than driving acquisitions.
Essentially, Bruce has deep expertise in acquisitions, whereas Gilmartin is experienced in project execution and corporate transformation—but not in leading takeovers
Sorry should have done this weeks ago, I knew Sidara got Neil Bruce in & this seemed positive, not realising how he may outdeal Ken.