Post-transaction
An acquisition does not create value on closing day; it creates value in the months that follow.
Post-acquisition integration, governance, synergies, KPI monitoring and value creation: we connect the financial rationale of the transaction to its operational delivery.
Integration plan
Closing is not the end of the transaction; it is the start of its delivery. The integration plan is prepared before signing, while the findings of due diligence are still fresh.
We frame the priorities of the first hundred days, the sequence of workstreams, individual responsibilities and the level of integration that is genuinely desirable, from standalone company to full operational merger.
Governance
Successful integration rests on clear forums: who decides, how often, on which figures and with what level of delegation.
We set up the steering committee, the reporting rhythm, the escalation rules and the interface between the target's management team and the acquirer's.
Synergies
The synergies set out in the model must be translated into dated, quantified actions: procurement, sales, production, overheads and systems.
We separate what is genuinely achievable from what remains an assumption, quantify the cost to achieve, and track each synergy as a project with an owner and a deadline.
KPI monitoring
Without shared indicators, integration is judged on impressions. We define a short dashboard: margin, cash, order book, and retention of customers and key people.
We regularly reconcile actual performance against the business plan that justified the price, and document variances so adjustments come early rather than as late findings.
People and culture
The value of an SME rests first on its people. The unplanned departure of an operational manager or a key salesperson often costs more than a missed synergy.
We help secure the essential people, frame the seller's transition period and make the new rules of the game clear to every team.
Value creation
Beyond integration, what matters is the trajectory: margin, growth, financial structure and quality of earnings over three to five years.
We connect the financial rationale that justified the transaction to its operational delivery, through to preparing the company for its next step: a further acquisition, a capital opening or a disposal.