Post-acquisition finance review, accounting cleanup and Group Finance integration for European groups and PE-backed companies.
A case: the deal closes on Monday, and on Monday someone has to be able to pay the suppliers THE SHORT VERSION Two companies are combining. The technology integration team is planning systems, access and cut-over. For finance, the same…
A case: every supplier contract the acquired company signed now needs a decision THE SHORT VERSION After an acquisition, the buyer inherits hundreds of supplier agreements: active, expired, auto-renewing, duplicated with its own suppliers, and on terms that differ from…
A case: a portfolio company replaces its ERP while growing fast, and the close cannot slip THE SHORT VERSION A private-equity-backed company is implementing a new ERP system during a period of rapid growth. The project needs finance people to…
A case: a portfolio company hits a critical moment, and its finance team cannot absorb it alone THE SHORT VERSION A private equity firm sees the same pattern across its portfolio: a company reaches a critical moment (an acquisition, a…
A post-merger case: integrating employee share plan administration from three companies, from transaction remediation to tax and money movement.
A case: two fee structures, one platform, and the revenue in between THE SHORT VERSION After an acquisition, a financial services group merges the acquired entity into its existing one. Both charge customers fees, but for different services, at different…
A case: what finance needs to know before two customer service models are merged THE SHORT VERSION After a merger, the acquirer has to decide whether to keep, change or combine the acquired company’s customer service model. The decision is…
A case: supporting a stretched finance team through the IPO transition THE SHORT VERSION A private company prepares to list. Its finance team runs several business units, each with its own P&L, and closes the month in about three weeks.…
CFO and private equity investor reviewing a finance transformation plan after an acquisition
What internal controls a newly public company needs first: journal entry segregation, evidenced reconciliations, tiered approvals and written procedures.