Post-Merger Integration: Buying the Companies Is the Easy Part.

Making them one company — one set of systems, one operating model, one P&L you can trust — is where roll-up value is won or quietly lost.

WHO THIS IS FOR

PE-backed platforms executing a buy-and-build thesis, and corporate acquirers whose deal pace has outrun their integration capacity. Usually called in when the close date is fixed and nobody owns day one.

THE PROBLEM

Deal teams are measured on getting to close. Integration is delegated to operators who retain their existing responsibilities, with a synergy number attached and no plan underneath it. Revenue leaks, key people leave, and the systems consolidation that was supposed to take six months is still open at eighteen.

What the Work Covers.

• Integration sequencing that protects revenue and customers first, synergies second
• Day-one readiness: what has to be true at close, and who owns each item
• Systems and data consolidation — ERP, CRM, finance and the reporting layer above them
• Redundancy and org decisions handled early and humanely, not left to drift
• Post-close operating model: who owns what across the combined business
• Divestiture and TSA exit support when the thesis runs the other way

Engagements run on Genexis ARC, our four-stage method from readiness to run-rate. Post-merger integration has no neutral external standard. That is why the sequence and its conditions are stated explicitly and agreed in writing before any work begins.

Scope and fees are set on a fit call, once the shape of the problem is clear.