Agenda

Overview of Integration Process

Integration Opportunities

Integration Risks

Key Duplications

Cost Reduction Objectives

Deliverables by Functional Team

General Overview and Key Questions

Business Structure

Synergy Plan

Integration Team Roles

Team Meeting Schedule

Admin Team Meeting Schedule

Scorecard

Project Tracking and Reporting

Administration Deliverables

Communication Deliverables

Engineering Deliverables

IT Deliverables

Manufacturing Deliverables 

Customer Support Deliverables

Purchasing Deliverables

Sales & Marketing Deliverables

Breakout Session Guidelines

Overview of Integration Process

  July August September October
Phases Set-up & Kickoff American phase European phase Implement, budget
Main Tasks
  • Targets of integration
  • Basic organization choice (region)
  • Integration process
  • American plans designed by teams
  • Weekly team leaders meeting & steering committee meeting
  • Acquisition closing (August 8th)
  • Purchasing opportunity assessment (Aug. 12 & 13th; Free Market)
  • President direct reports appointments
  • Preparation of European phase
  • Kick off meeting Sept 4, 5 & 6 in France)
  • Start US implementation
  • Purchasing opportunity assessment (Sept. 16 & 17th; Free Market)
  • European plans designed by teams
  • Weekly team leaders meeting & steering committee meeting
  • Start European implementation
  • Include integration plans in 2026 budget
  • Implementation projectized follow-up process
  • Conduct strategic planning session for incorporation of transition plans
    • Integration teams
    • Steering committee
    • Consultant (Pritchett)
Outputs
  • Kick off meeting (July 24/25th)
  • Presentation of American plans August 29th
  • Presentation of European plans October 10th
  • Presentation to Board meeting in Europe, October 15th

Integration Opportunities

The integration of our companies provides a vehicle to assess all our brands' infrastructure and cost elements.

Through a combination of vigorous and creative restructuring, we have the opportunity to leave the competition in the dust.

The key to success lies in:

  • Selecting the best integration leadership
  • Restructuring that is bold, quickly implemented, and that produces order of magnitude improvements in the combined company's costs
  • Selecting the best talent

The scope of this effort extends well beyond simply integrating our companies.

We can reengineer the combined company to deliver:

  • Better parts, service, and sales support
  • A robust, market-driven, product development program
  • The highest quality, most reliable equipment with a cost structure that is leaner than the competition
  • The best talent base in the industry

Integration Risks

Going too slowly

Losing focus on the core business

Competition taking advantage of the distractions

Loss of talent

Customers waiting instead of buying

Change fatigue in workforce

Poor execution

Wasting this opportunity to strengthen our company and our culture

Settling for only achieving the promised synergies when there's an opportunity to do more

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