Post-Merger Integration & Synergy Realization Webinar

To provide CPAs and finance professionals with the practical insight, strategic tools, and execution frameworks needed to manage post-merger integration, achieve targeted synergies, and successfully lead change management initiatives. 

• Transaction Timeline/Lifecycle
• Operational vs. transactional execution
• Integration planning and execution
  – Key enablers of successful integrations
  – Establish a strong integration management office (IMO)
  – Integration difficulty and impact matrix
  – Integration capability maturity model matrix
  – Strategic activities during each phase of a deal
  – Develop, execute, and monitor integration plans
• Functional integration
  – Cross-functional dependencies
  – Playbook development
  – IT and technology integration
  – Finance integration
• Synergy realization and KPI tracking
  – Transaction synergies
  – Attaining and maximizing synergies
• Change management and cultural integration
  – Assess and bridge the cultural gap
  – Deliberate change management and cultural integration

Neal Eisenberg, Director, Business Planning & Analysis, Protiviti

Neal is a Director within the Business Performance Improvement Practice. He brings approximately 20 years of industry experience, ranging across: Finance Planning & Analysis, Customer Insight & Analysis, Transaction Services, and Investor Relations. He has played key roles in transactions (public & private), finance transformation, in addition to traditional corporate finance. Neal is a strategic business partner well versed in all aspects of forecasting, budgeting, business performance and process improvement.
 

Alvaro Lasa, Senior Manager, Mergers & Acquisitions, Protiviti

Alvaro Lasa is a Senior Manager in Protiviti’s Mergers & Acquisitions Practice. Alvaro joined Protiviti after spending 8+ years at Boston Consulting Group and EY where he specialized in corporate development, business integrations and divestitures, strategic business process improvement, and target operating models across multiple industries. With experience working across the entire transaction lifecycle, Alvaro excels at guiding clients through complex transactions and transition periods by offering his expertise and skills in transaction strategy and execution, financial planning & analysis, operating model effectiveness, and overall project management. Alvaro consistently aims to deliver services that maximize value and mitigate risks for clients.

To provide CPAs and finance professionals with the practical insight, strategic tools, and execution frameworks needed to manage post-merger integration, achieve targeted synergies, and successfully lead change management initiatives. 

DETAILED LEARNING OBJECTIVES

• Identify the transaction phase in which integration planning and transition service agreement development generally occur

• Explain how aligning integration workstreams with the transaction’s underlying value drivers supports achievement of the deal thesis

• Describe the Integration Management Office’s responsibilities for managing timelines, reporting, resources, risks and decisions

• Identify governance practices that promote timely decision-making, accountability and issue escalation during an integration

• Recognize the characteristics of an optimized integration capability and centralized integration-management structure

• Explain how dashboards and RAID logs support progress monitoring, interdependency management, risk escalation and decision-making

• Explain why information-technology integration should follow a phased, risk-based approach

• Identify critical Finance activities required to support operational readiness on Legal Day 1

• Distinguish revenue synergies from cost and financial synergies in a business combination

• Identify the components of an effective synergy-realization and KPI-tracking process

• Recognize leading practices for assessing organizational culture, aligning leadership and retaining critical talent during an integration

• Explain why transition service agreement exit planning should begin during deal structuring and include defined milestones and exit criteria

• Identify the expected outcomes of cross-functional dependency workshops conducted during integration planning

• Identify ERP integration practices that preserve transaction processing and reduce risk during system cutover

• Describe how an acquiring organization should extend and align internal controls across the combined organization

• Transaction Timeline/Lifecycle
• Operational vs. transactional execution
• Integration planning and execution
  – Key enablers of successful integrations
  – Establish a strong integration management office (IMO)
  – Integration difficulty and impact matrix
  – Integration capability maturity model matrix
  – Strategic activities during each phase of a deal
  – Develop, execute, and monitor integration plans
• Functional integration
  – Cross-functional dependencies
  – Playbook development
  – IT and technology integration
  – Finance integration
• Synergy realization and KPI tracking
  – Transaction synergies
  – Attaining and maximizing synergies
• Change management and cultural integration
  – Assess and bridge the cultural gap
  – Deliberate change management and cultural integration

Neal Eisenberg, Director, Business Planning & Analysis, Protiviti

Neal is a Director within the Business Performance Improvement Practice. He brings approximately 20 years of industry experience, ranging across: Finance Planning & Analysis, Customer Insight & Analysis, Transaction Services, and Investor Relations. He has played key roles in transactions (public & private), finance transformation, in addition to traditional corporate finance. Neal is a strategic business partner well versed in all aspects of forecasting, budgeting, business performance and process improvement.
 

Alvaro Lasa, Senior Manager, Mergers & Acquisitions, Protiviti

Alvaro Lasa is a Senior Manager in Protiviti’s Mergers & Acquisitions Practice. Alvaro joined Protiviti after spending 8+ years at Boston Consulting Group and EY where he specialized in corporate development, business integrations and divestitures, strategic business process improvement, and target operating models across multiple industries. With experience working across the entire transaction lifecycle, Alvaro excels at guiding clients through complex transactions and transition periods by offering his expertise and skills in transaction strategy and execution, financial planning & analysis, operating model effectiveness, and overall project management. Alvaro consistently aims to deliver services that maximize value and mitigate risks for clients.