THE SITUATION
The first months after close set the operating tone for everything that follows.
Leadership has to keep the business running while aligning organizations, making decisions about systems and processes, protecting customers and employees, and delivering the value that justified the deal.
Without clear priorities and governance, integration can turn into a collection of disconnected workstreams. We help leadership convert the acquisition thesis into an executable plan, surface dependencies early, and keep decisions moving across the combined business.
The goal is enough structure to create control without building an integration bureaucracy that slows the company down.
Capabilities
Integration strategy and governanceTranslate the deal rationale into integration principles, priorities, ownership, decision rights, and leadership cadence.
Day 1 and first-100-day planningBuild the practical plan for operational continuity, early decisions, communications, and the first phase of integration.
Integration Management Office designEstablish reporting, escalation, issue management, decision forums, and executive visibility.
Workstream planning and coordinationConnect functional workstreams, dependencies, milestones, and cross-business decisions.
Operating model alignmentClarify structure, roles, decision rights, management cadence, and process choices across the combined organization.
Technology integrationPlan application, infrastructure, data, cybersecurity, vendor, and end-user integration with the business roadmap in view.
Synergy and value trackingCreate clear ownership, measures, milestones, and escalation around the value expected from the acquisition.
Change and stakeholder coordinationSupport leadership alignment, communication, decision sequencing, and adoption through the integration period.