When the letter of intent is signed, pre-merger integration planning should begin.

  • Initial pre-merger integration planning should begin when the letter of intent is signed
  • Identify all work streams and build a calendar of key milestones and deliverables
  • Activities between signing and close should be aimed at planning the first 100 days post-close for each work stream
  • Quickly identify post-signing work (beyond planning) that can start pre-close

Pre-Close Planning Efforts and Deliverables

Pre-Close Deliverables

  • Daily integration updates and issue escalation process
  • Charters
  • Sub-projects within each work stream
  • Issues and risks
  • Approach for engaging appropriate tiger team resources
  • 100-day post-close plan

Pre-Close Efforts

  • Identify comprehensive list of projects for each work stream
  • Assess internal and external staffing requirements
  • Establish calendar by functional area and for entire integration
  • Identify what work will be done pre-close
  • Charter and kick off each work stream

Integration Vision and Strategy

Vision: Integrate the two companies in an aggressive time frame that enables Acquirer to quickly realize targeted revenue and cost synergies.

Strategy: Under the direction of the Board and Steering Committee, an IMO will be established to manage and implement multiple concurrent integration work streams focused on:

  • Achieving synergy targets through good execution and tight financial control
  • Consistent and candid communication
  • Prompt issue escalation and resolution
  • Continuing business operations without disruption
  • Reporting of progress in a consistent manner at appropriate levels of detail for stakeholders

Integration Roles & Responsibilities

Role

Responsibility

Who / Frequency

Board of Directors

The transition team will look to the Board for guidance on high- priority decisions
  • Monthly updates from the Steering Committee

 

Steering Committee

 

Responsible for escalation to the Board for high-priority transition issues

Provide the teams with key messages, high-level goals, non-negotiables, and resources

Leadership:

    • C-Level Execs
  • Meet twice a month

IMO

Ensures teams apply methodology and adhere to schedules, costs, and scope

Participation of IMO resources is full-time

Leadership:

    • Finance
    • Comms
    • Technology
    • HR
    • Operations
    • Communications
  • Meet once a week

Management Team

Dashboard reporting and discussion
  • Monthly updates from the IMO

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