Integrations & Carveouts
Deals are won or lost after signing. We support investors and corporates across the full deal lifecycle - from pre-deal diligence that tests the thesis, to Day 1 that goes unnoticed by customers, to the synergy capture that justifies the price paid.
From deal thesis to delivered value
Whether you are a family office building a buy-side pipeline, a corporate absorbing an acquisition, or a group separating a business for sale or listing - the pattern is the same: the financial and legal workstreams are well covered, and the operational reality is where value quietly leaks. That operational reality is our territory.
Pre-deal, we conduct commercial and operational due diligence that tests whether the investment thesis survives contact with the target's actual operations, customers, and market. Post-signing, we plan and run Day 0, Day 1, and Day 100 - the integration management office, the synergy programme, and the hundred cross-functional decisions that determine whether two organizations become one.
Recent work in this line includes post-merger integration planning and synergy identification across more than 20 buy-side targets for a UAE-based family office, commercial and operational due diligence for a regional food-tech player ahead of its US$428 million IPO, and leading the integration office that merged four aviation services companies into one corporate entity.
What we deliver
- Commercial & operational due diligence (buy-side and sell-side)
- Synergy identification, quantification & tracking
- Day 0 / Day 1 / Day 100 readiness planning
- Integration management office (IMO) leadership
- Carve-out perimeter definition & separation management
- Transitional service agreement (TSA) design & exit
- Target operating model for the combined or separated entity
The deal lifecycle, disciplined at every stage
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Test the Thesis
Pre-deal diligence focused on what actually drives the valuation: revenue durability, operational scalability, synergy realism, and the risks the data room does not volunteer.
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Plan the First 100 Days
Between signing and close: integration or separation blueprint, Day 1 must-haves, synergy targets with named owners, and communication that holds customers and talent steady.
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Execute Day 1 & Beyond
Run the IMO through close and stabilization - cross-workstream dependencies, TSA governance, and weekly value tracking against the deal model.
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Capture & Prove the Value
Synergy realization managed like a P&L commitment, with an auditable bridge from deal thesis to delivered numbers - the evidence investment committees remember.
If you are asking these, we should talk
- “The bankers' synergy number is in the model - is it real, and who will deliver it?”
- “We close in ninety days. What must be true on Day 1, and what can wait?”
- “How do we carve this business out without breaking what makes it valuable?”
- “We are acquiring repeatedly - how do we build an integration playbook instead of reinventing each time?”
- “The deal closed a year ago and the value has not shown up. What now?”
Related: PMO for integration governance · Strategy Consulting for the deal thesis itself · Industries we serve
A transaction on the horizon?
Pre-deal or post-close, early conversations prevent expensive surprises. The first one is free of charge and obligation.