Post-merger and carve-out
An acquisition is worth the synergies you manage to deliver; a disposal, the continuity you manage to ensure. We support you from due diligence to day one, and beyond.
When does it help?
- You are considering an acquisition and want to know the target’s systems, processes and risks
- You have just closed an acquisition and the synergies must arrive as promised
- You grow through a series of acquisitions and need a repeatable method
- You are selling part of the company or a product line
- A company owned by funds is preparing for the investor’s exit
Which levers do we work on?
- Before closing: operational and IT due diligence on systems, processes, contracts, integration risks and hidden costs; an integration or separation plan ready from day one, with clear timing and responsibilities
- Integration: synergies on systems and licences, procurement and suppliers, administrative and logistics processes; and the full potential of the acquired business
- Disposal and carve-out: transitional service agreements (TSA) with deadlines under control, so you do not pay for them longer than needed; separating systems and starting up those of the new entity; data migration; supplier transition; organisation and governance of the remaining business
- Towards exit: systems, compliance (privacy, Italian Legislative Decree 231) and data quality
How do we approach it?
We work on two fronts in parallel: the remaining business must be optimised, while the acquired or divested business must not stop. What matters is control of deadlines and clear communication with employees, customers and suppliers.
From our experience
A multinational group had decided to sell its influenza vaccines business. The commercial operations were separated across Europe and international markets: transitional service agreements with the former organisation to ensure continuity, transfer of a selected part of the staff, and temporary oversight of the business until the deal was completed. The transition closed successfully, exceeding the growth targets.
Where do we start?
Before closing, with an operational and IT due diligence. If the deal has already closed, with a process diagnostics of both organisations, to see where the ways of working differ.
See also: Processes, technology and integration · Growth and new markets