Preserve Value. Capture Synergies.
The first 100 days after close determine whether a post-merger integration creates or destroys value. Without cross-functional coordination and deep finance expertise, synergies go uncaptured and risks go unmanaged.
We run the Integration Management Office for platform acquisitions, bolt-ons, carve-outs, and true mergers. Kadmus provides the structure and oversight to ensure the investment thesis is protected while synergies are captured.
Critical path activities, legal entity setup, bank accounts, payroll continuity, IT access, communications
Detailed workstream plans, milestone tracking, executive reporting, issue escalation
Future-state design for people, process, and technology across all functions
Identification, validation, and reporting of cost and revenue synergies
Coordination across Finance, HR, IT, Sales Ops, Legal, and Operations
An integration management office is not a status-meeting layer—it is the operating structure that turns an integration thesis into tracked, owned work. The structure we stand up has three tiers:
Sponsor deal team and executives from both organizations. Owns decision rights, resolves escalations, and holds the integration to the investment thesis
Runs the integration cadence: weekly workstream reviews, milestone and interdependency tracking, risk and issue management, and a concise executive report the steering committee can act on
Functional owners across Finance, HR, IT, Sales Operations, Legal, and Operations—each accountable for their milestone plan and their share of the synergy targets
Kadmus typically serves as IMO lead with deep ownership of the Finance workstream, bringing structure the other functions plug into. Integration priorities vary by sector—multi-site roll-ups in home services and healthcare integrate differently than a SaaS bolt-on—and the 100-day plan reflects that from the start.
Absorption — Target fully integrated into acquirer's operating model
Symbiosis — Best practices adopted across both organizations
Preservation — Target operates semi-autonomously with financial integration
Holding — Minimal integration, emphasis on quick-win synergies
Opening balance sheet and purchase accounting, closing statements and net working capital, month-end close documentation, management reporting package development, 13-week cash forecast, ERP assessment, chart of accounts alignment, bank account setup and legacy delink.
An IMO is the central structure that coordinates a post-acquisition integration—managing cross-functional workstreams, tracking milestones and synergies, and escalating issues to executives. It exists to make sure the investment thesis is protected while synergies are actually captured.
Four models: absorption (target fully integrated into the acquirer’s operating model), symbiosis (best practices adopted across both organizations), preservation (target operates semi-autonomously with financial integration), and holding (minimal integration with emphasis on quick-win synergies).
Opening balance sheet and purchase accounting, closing statements and net working capital, month-end close documentation, management reporting package development, 13-week cash forecasting, ERP assessment, chart of accounts alignment, and bank account setup with legacy delink.
The first 100 days after close determine whether an acquisition creates or destroys value. Without cross-functional coordination and deep finance expertise, synergies go uncaptured and risks go unmanaged—so we anchor the work in Day 1 readiness and a detailed 100-day plan.
A typical IMO structure has three tiers. A steering committee of sponsor and executive stakeholders owns decisions and escalations. An IMO lead runs the integration cadence—tracking milestones and interdependencies, managing risks, and reporting to the steering committee. Functional workstream leads across Finance, HR, IT, Sales Operations, Legal, and Operations own their integration plans and synergy targets.
Day 1 critical path items (legal entities, bank accounts, payroll continuity, IT access, communications), workstream-level milestone plans with named owners and dates, a synergy roadmap with validated targets, an executive reporting rhythm, and clear escalation paths. The plan should be built before close and matched to the integration model—absorption, symbiosis, preservation, or holding.
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