Acquisitions and mergers create value on paper. The integration determines whether it holds in practice. We take responsibility for actually merging the businesses — processes, people, systems and culture.
We come in early, understand both sides and drive the integration with operational ownership. Not as an external adviser delivering a report, but as the person who makes it happen.
Due diligence is done and contracts are signed. Now the operational work must begin — and it's more than you counted on.
The project started well but has stalled. Decisions aren't being made, accountability is unclear and pace has dropped.
The formal structures can be merged on paper. The hard part is getting the organisations to actually function together.
Management is fully occupied keeping the business running. The integration needs a dedicated resource with full ownership.
You know what you are acquiring, but not what day one requires in practice. We have done it before — and we know what usually goes wrong.
The value that justified the acquisition is starting to erode. You need someone to take charge and drive the work forward.
As soon as the deal closes, we start. Which workstreams are critical? What must be done by day one?
We take responsibility for actually executing the integration. Not as advisers — as the ones who drive it.
Communication, organisation and contracts must work. We take responsibility for the whole HR side.
The integration isn't done until the businesses function as one.
Call directly – it’s day one that determines how it goes.
Dan +46 70-729 80 25
Patrick +46 70-963 24 56
Christoffer +46 72-236 85 10
