You bought two companies. Now you have two Flows, two KPI systems, two costing logics and two organisations optimising locally against each other.
The deal closed on a thesis full of synergies — and a year later, most of them are still theoretical. Two organisations are running parallel systems, parallel processes and, quietly, parallel loyalties.
Integration has become a project-management exercise measured by milestones completed, not by money the combined business is actually generating.
Does that sound familiar? You are our client.
- Design the integration around one combined operational and commercial flow, not two systems bolted together.
- Set integration milestones in Throughput and cash terms, not just organisational or IT milestones.
- Resolve the cost-allocation and KPI conflicts that stall integration decisions in every merger.
A deal thesis is built on synergies that exist on a spreadsheet — combined volume, shared overhead, cross-selling. Realising them requires the two organisations to actually run as one flow, with one set of KPIs and one costing logic.
Left as two parallel systems reporting up to one holding company, the synergies stay theoretical indefinitely — nobody has the mandate, or the shared numbers, to force both organisations to make decisions the same way.
1 yr to realised deal-thesis synergies
Deal-thesis synergies realised and visible in EBITDA/cash within 12 months of close — not still “in progress” at the next board meeting.
Paid mostly for the result, not for time on site.
A fixed component covers the diagnostic and implementation plan for this offering. The larger part of our fee is tied to the EBITDA or cash result we actually help deliver — measured on your ERP, not ours.
Value Leakage Diagnostic
Implementation plan.
Of the measured EBITDA effect, minus the fixed fee.