Integrating an acquisition or separating a business
The deal is done, or about to be. Now the plants, the suppliers and the systems have to work together, or apart, without service dipping and without the synergy case slipping quarter by quarter.
What we do
- Operational due diligence before the deal: what you would inherit, and a recommendation
- An integration or separation office with Day-1 readiness and the operational half of the synergy case
- Synergy tracked to cash, with expected and realised kept apart
Tell us where the deal stands.
Describe the integration or separation, the Day-1 date and what the synergy case assumes. In 15 minutes we'll say what we would look at first, and what the operational half of the plan usually needs.
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Nothing to prepare. If sharing material would help after the call, we sign an NDA first.
The senior person who would do the work gives you a straight answer. Our people →