Deals are won in diligence and lost in integration. We work both ends of that sentence: operational diligence that prices the integration honestly before signing, and integration offices that treat the synergy case as a P&L commitment with names attached.
Our integration teams run to a 24-month value-capture horizon — long past Day-1 — because the expensive failures happen in months seven through twenty-four, after the deal team has moved on.
Pre-sign assessment of the target's operating reality — and what integration will actually cost.
Legal-close readiness across every function, with the issues list at zero on the morning it matters.
The IMO, the synergy tracker, and the decision cadence that keeps both honest.
24-month synergy delivery, measured in the P&L and signed off by finance — not the program office.
Operational diligence prices the integration before signing, retention packages included. After close, a synergy ledger gives every line a named operator and a quarterly audit by finance, so the number belongs to the CFO and not to the program office.
A deliberately boring Day-1 that customers do not notice. The hard work — channel consolidation, plant rationalization, pricing harmonization — is sequenced across months four to twenty with a decision cadence that holds it.
Synergy captured against the announced case on finance’s audited ledger at month twenty-four, retention of flagged leadership through month eighteen, net customer movement across the top accounts, and open items on the Day-1 checklist.
Every engagement is senior-led. Talk to the partner who would run yours