A family-owned group had completed its largest acquisition to date and needed to integrate two companies with different systems, cultures and cost structures without disrupting customers.
ENGAGEMENT OVERVIEW
The situation
The deal thesis depended on consolidated purchasing, shared back-office functions and a unified commercial approach. Six months after closing, the two organisations were still operating in parallel, synergy tracking was informal and key managers were uncertain about their roles.
What we did
We established an integration programme office with a single integrated plan, value-tracking against the deal case, and a weekly executive cadence. Workstreams covered organisation design, finance and reporting consolidation, procurement, systems and customer communication.
The outcome
The group moved to a single operating structure with clear decision rights, consolidated financial reporting and a unified commercial organisation. Synergies were tracked transparently against the original investment case and reported to the family board each month.
Early attention to people decisions — who leads what, and how performance is measured — removed the uncertainty that had slowed every other workstream.
Systems integration was sequenced behind process and organisation decisions, avoiding the common mistake of automating two different ways of working.
Identifying details have been removed at the client's request.
WHAT IT TOOK
Integration is a leadership discipline before it is a technical one: decide the organisation first, then the systems that serve it.
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Post-Acquisition Integration for a Family-Owned Group
Two companies that had coexisted for half a year became one operating business with a plan, an owner for every synergy and a board that could see progress every month.