Post-acquisition Integration & Separation

We define the integration blueprint and the Day 1 plan: what must be in place at close, which processes must run from day one, and what the seller keeps providing in the meantime. Close dates move, so readiness is tested against the earliest plausible date.

We stand up and run the Integration Management Office — the team that coordinates the whole integration — with named owners, decision forums, a maintained dependency map, and reporting that shows real status against the transaction case. Issues are escalated and closed weekly, so decisions keep pace with the plan.

We design the schedule of transitional services the seller provides after close, with a costed exit plan for each one: what the new owner builds, what migrates, and what is renegotiated. Each exit is governed as a delivery milestone with a named owner and date.

We plan and run the migrations an integration or separation requires — client books, platforms, data and investment mandates — with positions and balances reconciled before and after each move. Cutovers are rehearsed and carry a tested rollback, and client reporting continues uninterrupted throughout.

For asset owners bringing investment management in-house — a live agenda for Australian superannuation funds — we deliver the operating model, the governance changes, the mandate transitions and the middle- and back-office build that internalisation requires, run as one programme.

Where an integration has drifted — synergies unrealised, transitional services rolling over, the plan out of date — we re-baseline against the transaction case, reset the governance and take the programme back into execution. The benefits case is restated to the board before delivery resumes.