Deliver your strategic priorities and focus on enhancing value.

In today’s competitive M&A landscape, the path to post-deal success begins long before a transaction is finalised. The value of an acquisition or carve-out lies in its ability to create synergies, seamlessly integrate operations, and align organisational cultures. These elements need to be carefully managed and strategically implemented, starting before the deal is even completed.

1. The Synergy Case

Achieving synergies—whether through cost reduction, revenue growth, or operational efficiencies—is one of the primary drivers of M&A value. However, the ability to identify and capture these synergies requires strategic foresight and a structured approach.

Don’t just look for the obvious. It’s critical to define the synergy case early on. Seek out the hidden opportunities that can drive value across various business functions, including operations, finance, HR, and IT. Working closely with stakeholders to develop an integrated strategy is the key to addressing both short-term and long-term synergy goals.

Track synergies Post-Deal. Synergies must be tracked and realised over time using robust synergy tracking mechanisms. Using clear metrics and timelines for monitoring synergy realisation, the business can make data-driven decisions and adjust strategies as needed.

Sell-Side Synergies For businesses looking to sell, being able to articulate sell-side synergies during the sale process can help position your company or negotiate with potential buyers.

What if you don’t have enough in-house resources: Project Galaxy - Synergy assist

We supported a PE backed digital business assess the synergies achieved from two acquisitions in the past two years, ahead of a future exit. Identification and optimisation of synergies supported the business to bolster revenue, reduce costs, streamline operations.

2. Integration: Structuring for Success

Once the deal is complete, integration becomes the next critical phase. Developing clear integration principles, aligning teams, and creating detailed action plans are essential for realising synergies and ensuring business continuity.

Day One Plans An effective Day One plan is the cornerstone of the integration and should ensure that key operational elements, such as employee engagement, stakeholder communication, and system continuity, are addressed and cover everything from employee onboarding to client communications, IT system transitions, and financial reporting.

Integration is not a passive process—it requires active involvement and continuous oversight. You may need extra support to work alongside your team to mobilise the programme. Being deliberate and focussed delivers more value in a shorter timeframe, both of which are viewed as the main measures of success of an integration.

How can we help with Day One Planning: Project Charity

Standing shoulder to shoulder with two not-for-profit companies ahead of their merger, we provided integration and Day One planning, to support the management teams who were already operating at full capacity. Support was provided to both Boards to enable the merger agreement to be signed and working with lawyers to enable a smooth Day One.

3. Separation: Achieving Seamless Transitions

Separation Impact Assessments. A comprehensive Separation Impact Assessment is essential to identify critical areas of separation across business functions, including IT, HR, legal, operations, and finance. This assessment forms the foundation of the separation strategy and ensures that the process is efficient, structured, and aligned with the long-term goals of both businesses.

Functional Separation Plans. Plans should include operational processes, employee transitions, and legal considerations. The goal is to ensure that the business operates efficiently on Day One and during the transition period, while also preparing for the standalone operations once the separation is complete.

Transitional Service Agreements (TSAs). These agreements will ensure that the retained business continues to receive the necessary services and support during the transition period.

How we help with separation: Project Citizen

We supported the owner of a UK SaaS business define the perimeter to carve the existing business into two, ahead of the sale of one part. Focussing on separation planning, TSA development and providing input into the due diligence process we were able to help ensure seamless and efficient divestment.

4. Cultural Assessment

Organisational culture differences can have a profound impact on the success of a transaction, and you need to understand the cultural landscape of both the acquired and retained businesses. An effective plan should align leadership, communicate change effectively, and foster employee engagement, ensuring employees from both organisations feel supported.

How we can help

From identifying synergies to managing complex integrations and separations, the strategic decisions made during this critical phase can make or break the value realised from a deal.

At Cortus Advisory, we specialise in helping clients maximise the full potential of their acquisitions and carve-outs by offering bespoke, hands-on support across every aspect of integration, separation, and cultural alignment. We bring the capability and capacity to deliver value.

With over 20 years of situational experience, we support clients by rolling our sleeves up to work hand in hand with them in developing actionable plans, integrate businesses efficiently, and mitigate risk.

Key Takeaways:

? Early synergy identification and integration planning are vital – look beyond the obvious.

? Separation and cultural alignment require thoughtful execution.

? Have a Day One plan.

? Will a Separation Impact Assessment help?

? Understand the cultural landscape

? Ask for help!

For further information contact James Groot at [email protected]