Post-Merger Finance Integration

Post-merger finance integration is where deals go to underperform. Not because the thesis was wrong, but because nobody planned how two finance functions become one. The typical failure mode: the deal closes, day-one operations focus on customers and product, and finance integration gets deferred. By month three, the team is running two sets of books, two close processes, and producing a consolidated view that takes a week of manual work every month.

Diagnose Before You Integrate

If the deal hasn't closed yet, the Diagnostic assesses the target's finance infrastructure—data quality, system compatibility, process maturity, compliance posture—so the integration plan reflects reality, not assumptions. If the deal already closed and integration is stalling, the Diagnostic identifies where the friction is and sequences the fix.

What We Architect

• Unified chart of accounts. Not a mapping exercise—a decision framework for how the combined entity reports. Supports both operational decisions and the consolidated view the board needs.
• Systems consolidation. Whether you're migrating one entity onto the other's ERP or implementing a new platform for both. Data migration, configuration, parallel testing.
• Close process harmonization. One close calendar. One set of procedures. One timeline. The combined entity operates as a single finance function.
• Roll-up playbook. If you're executing a buy-and-build, we design the integration framework once—COA template, ERP configuration standards, onboarding checklist—so each subsequent acquisition plugs in faster. We've seen firms compress add-on integration from six months to six weeks.

How We Work

Diagnose → Architect → Advise

Every engagement follows a lifecycle designed for PE timelines. Most clients enter at the Diagnostic. Some come to us mid-hold with a specific architecture need. A few stay for ongoing advisory through exit.