A Full Range of Services and Resources for our
Clients' Integration Projects
Let us help make your M&A deals successful.
M&A transactions are challenging. Study after study puts the failure rate of M&A between 70% and 90% with poor merger integration being a primary culprit. Our methodology and experienced professionals considerably improve the chances for our clients’ success. Today's companies are lean. We work with our clients to handle their hot M&A integration projects without letting their core businesses cool off. Our accelerated integration approach helps to quickly realize deal synergies, allowing a swift return to "business as usual".
Not all clients want or need dedicated post-merger integration support even though their internal integration directors must juggle strategy, organization, staffing, systems, and culture, on top of keeping the day-to-day business performing. Therefore, we provide a full range of part-time/full-time services and resources for our clients’ integration projects.
Our professionals are very experienced, with deep M&A, functional, and executive management backgrounds, often in numerous industries. This means our professionals bring the multi-faceted perspective that comes from extensive direct client-side leadership, acquisition program experience, and experience as third-party consultants.
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The management of the first 100 days of an M&A integration project is critical, in that the success or failure of the deal is heavily dependent upon actions taken during this brief time period. Our goal is to assist our clients with the professional expertise and management tools that are essential to successfully recognizing the value of their deals.
In addition to our strong project management skills, our Workstream
Leadership Services may be needed at the organizational level to actually perform many of the integration-related tasks, rather than just coordinating them and reporting on their status to company executives.
An M&A Integration Playbook is a project management tool that enables serial acquirers to systematically plan and deliver deals post-closing. Consider it to be a “toolbox” that contains relevant sections that can be selected to address the issues of a particular acquisition.
Companies sometimes choose to realign their business models and carve out divisions, subsidiaries or specific business operations. We can provide support throughout the divestiture process in working with our clients to develop carve-out plans to execute a timely separation of the divested business.
Unlike the large consulting firms, we do not push the staffing pyramid model where customers pay for inexperienced staff and get cameo appearances by senior talent. We provide senior professionals directly for our clients’ projects.