Del Canho & Engelfriet

Strategy, mergers & acquisitions

Supports companies in a fast changing world with strategy, mergers & acquisitions, and organisation & governance — since 2008 

Clients include internationally oriented companies and organisations, start-ups and private equity — often with significant potential, unique patents or the capacity to grow fast

Over 35 projects completed successfully in e.g., aerospace, transport & logistics, innovative manufacturing industry, health care, financial institutions, media, energy, and non-profit

Extensive management, board and consultancy experience, multi-disciplinary, also in prior functions at among others McKinsey, Shell and KLM — including the merger with Air France

With an approach based on thorough analysis, quick understanding, focus on results, close cooperation with the client, focus on stakeholder value, and trust

Our services

Strategy & business development

  • Development and adjustment of corporate strategy
  • Specific strategic questions, including investment decisions
  • Business plans, also for obtaining financing

M&A, alliances and financing

  • M&A strategy (why, when, who, how; multi-stakeholder approach)
  • Valuation, negotiations and transaction process management
  • Implementation and enhancing cooperation

Organisation and governance

  • Facilitating growth of young innovative companies and startups
  • Turnarounds, trouble shooting, and interim management
  • Organization/governance & risk management
  • Supervisory roles

Who we are

Dave Del Canho

Founder and Managing partner

Dave del Canho has been Managing Partner at Del Canho & Engelfriet since 2008, where he supports clients in e.g., aerospace, transport, industry, fintech, and media. Prior to that he was SVP Corporate Strategy & Business Development at KLM from 1999-2007 and intensively involved in the merger with Air France. After completing his masters degree in business economics (with honors) at the Erasmus Universiteit Rotterdam and fulfilling his conscription in the Royal Dutch Navy, he held several financial and strategic management functions at Shell and McKinsey — in Europe and Asia. Dave is currently chairman of the Supervisory Board of airline Transavia, vice chairman at GVB (public transport Amsterdam), board member of the Zadelhoff Foundation, and supervisor at the Resistance Museum. Earlier Dave held supervisory roles at amongst others the OLVG hospital and airline Martinair, and was chairman of the KLM pension funds.

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Joeri Engelfriet

Oprichter en Managing partner

Joeri Engelfriet has been Managing Partner at Del Canho & Engelfriet since 2008, and primarily active in aerospace, transport, industry, health care, financial services, and non-profit. Prior to that he was Director Strategy and M&A at KLM Royal Dutch Airlines from 2002-2008 and together with Dave intensively involved in the merger with Air France. Before 2002 he worked at McKinsey & Company as consultant. Before McKinsey Joeri worked as assistant professor at the Free University of Amsterdam. He holds a Ph.D. in Artificial Intelligence and masters degrees (with honors) in computer science and mathematics. His research resulted in over 25 scientific publications. Joeri was member of the Advisory Board of Infomedics Zorg B.V. and non-executive board member of the CDC Group. He is currently Supervisory Board member at HappyNurse Thuiszorg and vice chairman of the Supervisory Board of a foundation for primary education.

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Selection of clients

Supervisory roles

Articles and more



Without trust one is lost

Interview with Dave del Canho in Dutch magazine Elsevier #3 2020

KVE Composites in French hands

In 2019 we supported CEO Harm van Engelen with the sale of his company KVE Composites to French aerospace company Daher. Read about it here (in Dutch)

Flying higher together

Five success factors for mergers and acquisitions, based on our experience with Air France – KLM. Spring 2008 edition of the Business Strategy Review (London Business School)

Three phases of M&A

In M&A projects we support our clients during the  strategic assessment, the negotiations and transaction process, as well as in the implementation. Here you will find the key steps per phase

Mergers and acquisitions in the Rhineland model

We argue that stakeholder interests should explicitly be taken into account in all phases of M&A processes. December 2010 edition of the Dutch magazine "Goed Bestuur" (good governance)

Stakeholder value creation

To create sustainable value for all stakeholders, we suggest five categories of measures that companies should structurally investigate

Strategy development

A structured approach to strategy development starts with an assessment of the current situation and ambition and target setting. Based on that, strategic priorities can be developed and the implementation can be prepared

Merger with Air France gave KLM back its wings  

Interview with Joeri Engelfriet in an internal ABN Amro bank publication, on the merger of KLM with Air France. In Dutch