The difference is an experienced C-level integration leader on your team so the thesis holds.
Get in touchYour team isn't pressure-testing brand, customer and go-to-market assumptions.
You have no retention plan for your highest-value customers.
Your sales team isn't ready for Day 1 customer conversations.
You have no communication plan to keep key talent focused on revenue.
Your two sales teams are in market without a unified go-to-market plan.
You've completed acquisitions with no cohesive brand, go-to-market or culture strategy.
of M&A deal failures are due to integration. Not because of the market, the price or the strategy.
Bain & Company, 2024If you're a PE-backed CEO closing an acquisition, your deal team is built to close and your operating teams are built to run the business, leaving Day 1 go-to-market integration without dedicated leadership.
What does it take to avoid becoming part of the 83%?
Enter Day 1 with commercial, strategic and reputational risks identified, assumptions pressure-tested and a plan every stakeholder executes against.
Keep customers confident and key talent motivated so the people and relationships the deal was built on stay intact.
Align teams with one revenue plan so cross-sell and up-sell strategies deliver results fast.
higher revenue synergy capture when CEOs invest in market positioning, a tiered customer strategy and brand transition.
McKinsey & Company, 2020RY Marketing Leadership & Advisory brings More Certainty, More Stability, More Velocity to diligence and integration so the returns you committed to at close are realized.
I partner with the CEO and deal team to lead the customer, brand and go-to-market side of integration.
Across financial services, technology and commercial real estate, I have guided companies through major transactions, hyper-growth, CEO transitions, brand transformations and crisis events, always focused on the customer relationships, key talent and revenue that determine whether a deal delivers.
Robyn clearly articulated reputational risks related to announcing and integrating a significant acquisition. The executive team relied on her to translate management priorities into concrete strategies.
I can enter at any stage: diligence, announcement or post-close integration. The earlier I'm in, the more we protect. The later, the faster we recover.
I limit my practice to two to three engagements at a time so I show up as an executive in the work with you, accountable to your outcome.
I bring executive experience across every stage of a transaction. I've been in the seat when deals closed, leadership changed and Day 1 arrived.
Most PE-backed deal teams know integration is where deals fail, but few build a plan around it before close. This article draws on McKinsey's Six S's to show why the decisions made between diligence and the first 100 days determine whether an acquisition delivers.
Read the articleIf you're entering a transaction or mid-integration and something isn't performing the way it should, let's talk.
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