M&A and Integration
We help CEOs turn M&A into a repeatable growth engine—one that reinforces enterprise strategy, deploys capital with discipline, and consistently delivers value through integration and performance acceleration. From M&A strategy and diligence through post-close execution and capability building, our work is designed to improve long-term enterprise valuation.
Most leadership teams already pursue M&A. We help make it more focused, more repeatable, and more value-accretive over time. We link M&A to the enterprise’s core value drivers, connecting inorganic growth strategy, deal execution, and integration decisions to the valuation outcomes that matter most.
Make M&A a Repeatable Engine for Enterprise Valuation Growth
The most successful CEOs treat M&A not as a series of transactions, but as a disciplined system for long-term enterprise value creation.
Why M&A and Integration Matter
In an environment of slower organic growth and greater capital scrutiny, M&A remains one of the most powerful levers for shaping enterprise valuation. Yet value is frequently lost due to unclear strategic intent, weak linkage between diligence and integration, or limited internal M&A capabilities.
We help CEOs close this gap—ensuring that each transaction strengthens the enterprise and that M&A becomes a reliable contributor to sustained valuation growth.
Where we focus
M&A Strategy & Diligence
Using transactions to strengthen enterprise strategy and unlock value
We help CEOs ensure that M&A activity directly advances enterprise strategy and valuation objectives.
Clarify the role of M&A in driving growth, competitiveness, and capability development
Identify and prioritize value drivers tied to strategic differentiation and performance
Conduct diligence focused on value creation, integration complexity, and execution risk
Ensure deal decisions are grounded in post-acquisition performance outcomes
Integration
Protecting value-creation momentum while realizing synergies and accelerating performance
Integration is where M&A value is ultimately realized. We lead value-focused integrations that keep the business moving while delivering results.
Translate the deal thesis into a small number of value-defining integration priorities
Design integration models that balance speed, stability, and synergy capture
Establish clear governance, leadership roles, and performance metrics
Maintain focus on early wins that protect valuation and build momentum post-close
M&A Capability Building
Creating the processes and governance to execute M&A repeatedly and effectively
Sustained M&A success requires institutional capability and strategic anchoring, not heroics. We help leadership teams build M&A as a core enterprise competence.
Design end-to-end M&A processes and decision frameworks
Develop playbooks for strategy, diligence, integration, and value realization
Establish governance models that improve speed, discipline, and accountability
Build leadership and organizational muscle to execute M&A consistently over time
M&A and Integration
Refocusing Integration on Value Creation
An acquisition intended to drive growth and synergies was struggling to deliver expected results. Post-close integration efforts were disrupted multiple times, and leadership lacked confidence that efforts were translating into real economic value—raising concerns at the board level.
We worked with senior leaders to reset integration around a small number of true value drivers. By separating signal from noise, we helped the team identify where synergies were real, where risks were emerging, and how integration could reinforce broader strategic objectives. We also supported leadership in reframing the acquisition story with the board—grounded in realistic economics and disciplined capital allocation.
This shift transformed integration from a reactive exercise into a focused value-creation effort, improving decision quality, leadership confidence, and long-term strategic positioning.
Client Impact
How we deliver
Our approach integrates strategy, execution, and capability building — always anchored in enterprise valuation outcomes.
1. Anchor M&A on Enterprise Value Creation
Align with the CEO and board on M&A objectives and valuation priorities
Clarify how M&A supports enterprise strategy and growth ambitions
Define success metrics tied to long-term value creation
2. Shape the M&A Strategy and Pipeline
Identify priority themes, target profiles, and capability gaps
Assess opportunities through a value and competitiveness lens
Focus leadership attention on the highest-impact opportunities
3. Execute Value-Focused Diligence and Deal Decisions
Evaluate value drivers, synergies, and integration complexity
Pressure-test assumptions and downside risks
Support CEO and board decisions at critical transaction points
4. Design and Lead Integration for Value
Translate deal rationale into execution priorities and milestones
Establish governance, leadership roles, and performance tracking
Balance business continuity with rapid value capture
5. Build Repeatable M&A Capability
Institutionalize processes, playbooks, and governance
Strengthen leadership confidence and decision-making cadence
Ensure lessons learned improve future transactions and valuation outcomes
Hard Choices.
Smarter Answers.
As your trusted advisors and fractional strategy team, we help you navigate complexity and deliver results that enhance value and build a legacy.