A deal is only as good as its integration.
The first 100 days determine whether the deal starts delivering value, or starts falling behind.
Acquiring a business or separating one out creates the same set of problems: multiple finance functions, systems that don’t connect, and no clear structure for the teams involved.
We manage that transition for finance, systems and reporting, so it’s built correctly from the outset, and the business can stabilise quickly with minimal impact on day-to-day operations.
The problems we solve
M&A transitions create operational complexity faster than most businesses can absorb it. Whether it's an integration or a carve-out, the first 100 days are the most critical.
An acquisition has closed with no internal integration plan or team in place
A previous acquisition wasn't integrated properly, and value was lost as a result
Multiple systems or finance functions need combining, and no one owns that process
The board or investors are asking for evidence that benefits are being delivered on schedule
A business unit being sold or divested relies entirely on the parent's systems and services
The business has never had its own finance function, and one needs building before TSA support ends
A buyer or investor requires a credible plan for the carve-out
Concern that separation will disrupt customers or day-to-day operations
Outcome-led. Pre-built Playbooks.
Every product is priced and scoped before any work begins. No surprises, no open-ended
engagement, no invoice that grows without warning.
100-Day Integration Sprint
A structured programme for the first 100 days after an acquisition, covering Day 1 activities including legal, systems access and communications; integration governance; and combining finance, systems and data so the two businesses run as one and starts delivering value.
You are inside or approaching the first 100 days post-completion
A dedicated team is needed to run the integration, rather than internal staff managing it alongside their existing role
The deal spans multiple entities, currencies or systems that need consolidating to a deadline
The board or investors require a clear plan
100-Day Carve-Out Sprint
Gets a business separated from its parent and trading independently from day one: legal entity separation, standalone systems and banking, a plan to exit the TSA, and communication to customers, suppliers and employees.
You’re inside or approaching a TSA period with a deadline to exit
You’re divesting a unit that relies entirely on parent systems and services
There’s concern that separation will disrupt customers or operations
There is no internal team with carve-out experience
Our track record
Carve-Out
A PE-backed company needed to carve out and sell a business, but the disposal had no systems or processes of its own to operate independently. We implemented NetSuite in 6 months as its finance system, along with the controls needed, to get it transaction-ready.
Acquisition Integration
A PE-backed company had 10 acquired businesses billing outside its core ERP, NetSuite, with no end-to-end visibility and revenue leaking as a result. We captured requirements across every system, standardised the processes, and migrated all 10 entities onto NetSuite within 9 months.
Merger Integration
A PE-backed company merged with a similar-sized SaaS business, but the two had completely different models, one built on a few high-value products, the other on many low-value ones. We aligned go-to-market first, then moved both onto a new Salesforce instance, to unlock cross-sell across both customer bases.
Where M&A work leads
Post-acquisition and carve-out situations almost always surface broader finance transformation needs - a finance function that needs redesigning for the new structure, or a programme that needs proper governance to deliver the integration plan.
Finance Transformation
If the integration or carve-out reveals the need to rebuild or redesign the finance function
Programme Management
If the complexity of the transition requires structured programme governance to manage it
Technology Optimisation
If the integration or carve-out requires systems to be consolidated, separated, or rebuilt from scratch for the new entity
The 100-Day Integration Sprint is built for exactly this moment.
Scoped before we start and focused entirely on getting the combined business stable and delivering value inside the first 100 days.