According to best practice in M&A the buyer appoints  an integration lead to drive the integration work until it can be handed over to normal operations and the management in the target organization.

Ideally the integration lead is already supporting the Due Diligence phase, it is strongly recommended that the integration lead is appointed at latest at deal signing and it is absolutely latest acceptable point in time to appoint the integration lead when the deal is Closed. Of course we recommend that the integration lead is highly involved in the integration design. The workload on the integration lead changes over time and in most critical phases the integration lead will need to have quite a team with workstream leaders for the different business workstreams (like e.g. Sales, Product Management, Operations, Supply, etc.) and the affected support functions (like HR, Finance, IT, etc.) and eventually an Integration office (a dedicated project office to this integration project). As a buyer you should focus on  having workstream leads from your business for the business workstreams yourself, whereas the total lead and leading supporting workstreams as well as providing additional project management support can be outsourced to M&A experts like us.

We want to focus on your success in the integration and therefore we offer innovative business models when we take on the integration lead position and/or more in an integration project. We can also provide those services based on the normal “time and material” model as all consultancy companies but we prefer to discuss with you a model that is generating value through a fixed price combined with bonus payments if targets are achieved or exceeded. We strongly believe in sharing the incentives as a differentiator and this justifies our claim to be “the change maker”.