Learn how to meet deal’s ultimate objectives, approach it from the right angle, provide a tactical perspective and execute strategically well-planned integration.
When approaching a deal and assembling the teams involved, always remember: the earlier the integration staff is brought into a deal, the more likely the deal is to meet its ultimate objectives.
The integration lead’s involvement ideally begins at the earliest strategic meetings, outlining the initiative itself, and extends through the conclusion of the M&A process. During the pre-close phase of the deal, the role of the integration lead is to
Integration team, specifically the integration lead, due diligence team, Corporate Development, and other stakeholders
Moderate to Difficult
An integration lead should have a robust business background (the more experience the better), strong communication skills, and credibility.
This helps Corporate Development have a stronger understanding of some of the integration criteria and considerations; it also empowers the integration team to perform better valuation, which can result in reduced risks.
When possible, having members of the diligence team also on the integration team is useful because information does not have to be transferred.
Moreover, throughout the diligence process, the integration team members or lead can keep critical integration items in mind, such as go to market strategy and the integration of work streams and processes.