One announcement, two kinds of movement
An acquisition moves two things that matter to a recruiter, and neither shows up as a job ad.
The first is people. Nobody has been made redundant, but everyone in a function that exists twice after the deal can count. Two finance teams will become one. Two heads of sales will not both keep the title. Good people do not wait to be told. They are not on the market, but for a few months they take a call they would have ignored a year earlier.
The second is suppliers. The side in charge inherits a second set of agencies, a second set of terms and a second way of hiring. Somebody will tidy that up, and the agencies on the acquired side have often lost the person who picked them. A specialist who was on neither list rarely gets a better opening.
A reorganisation without a deal does the same on a smaller scale. One announcement, two separate pieces of work, on two channels that must not be mixed.
What you get back
A table of events: both companies, which side each is on, the date, what was announced in the source's own words, and the link. For each event you choose to work, a qualified shortlist of people in your discipline with personal email and LinkedIn. On the other side, the person who owns hiring in your function with a verified work email. Two drafts per event, different in tone, staged and unsent.
Variations worth knowing
Watch your own accounts. News events can be pulled for a named company, so your clients and targets can be checked for deals one by one. Each check is charged even when it finds nothing. A client being bought is also a risk to your own place on their list, and better known early.
One side only. A sourcing desk can skip the buyer. A business development desk can skip the people.
When it becomes redundancies. If the reorganisation ends in announced job losses, the people are available, not merely movable, and the message changes: reach displaced talent in the week the layoff lands.
The appointment that follows. Deals are often followed by a change at the top of a function: reach a new leader before they choose their recruiters.
Where this goes wrong
Writing to the wrong side. An event names two companies, and the label does not tell you who owns hiring afterwards. Read the announcement before you decide who the buyer is.
Treating employed people as displaced. A message that assumes someone is about to lose their job is insulting when they are not. Write about the role.
Only announced deals are visible. Small private transactions and quiet reorganisations never reach the news. This is a sample of your market.
Opening with the deal. Everyone who read the same announcement does that. It is why you are writing, not what you say first.
