Dustin Kim
Managing Director, People Strategy
Dustin is a seasoned M&A advisor with deep experience leading domestic and cross-border engagements that span the full M&A life cycle -- ranging from M&A strategy, due diligence, divestiture, integration planning and execution, and M&A capability building. He has extensive experience serving clients on cross-cutting/integrated topics such as value creation, operating and organizational model, talent, culture, and change management.
More recently, Dustin is focused on serving clients at the intersection of M&A and People Strategy, leveraging his balanced background of both serving clients and being the recipient of consulting services while driving change from within a Fortune 200 financial institution.
Prior to joining KPMG, Dustin held various HR leadership roles at Capital One spanning HR strategy, Talent Acquisition, DEI, and leading the staffing efforts across the Enterprise for the SBA-Paycheck Protection Program which mobilized 3,000+ employees in under 2-weeks to perform a new role in service of helping clients. He also played the HR lead role for a fintech acquisition in the B2B payments space.
Prior to Capital One, Dustin was a core member of McKinsey & Company’s M&A Practice serving clients on post-merger integration topics. Prior to McKinsey, Dustin served clients across integration and divestiture topics largely focused on functional and PMO-specific focus areas with Deloitte and EY.
Professional and Industry Experience
Dustin served clients across a wide set of industries including financial services, life sciences, medical devices, healthcare, technology, telecommunications, industrials, and consumer products. Representative examples include:
- Led post-merger integration planning and execution for M&A deals ranging from $500M to $50Bn across life sciences, healthcare, medical device, technology, and consumer products sectors
- Identified $20M in cost synergy opportunities, respectively, for a $1.9Bn animal health integration and $1.4Bn medical device integration
- Assessed cultural compatibility for the integration of two healthcare organizations, identified priority gaps that needed to be addressed, and led change management working sessions to ideate actionable next steps
- §Rapidly assessed potential cultural friction points for a Fintech acquisition, and developed a multi-horizon culture plan taking a “persona” based approach to create targeted experiences for different stakeholder groups to preserve and unlock deal value
- Advised on organizational re-design integrating two legacy captive finance organizations -- identifying $3M in workforce realignment opportunity utilizing a workflow resource analysis