After the close, the first job is agreeing on the numbers.
Two companies, two ERPs, two definitions of margin, and a board meeting in three weeks. We get the combined business onto numbers everyone trusts — and we leave behind a playbook, so the next acquisition starts further ahead.
Before, during, and after — one screen.
The deal closes before the systems agree.
The acquired company arrives with its own customer list, its own product codes, its own chart of accounts, and its own idea of what gross margin means. The questions start immediately anyway: which sites make money, what inventory is real, where cash is stuck.
So somebody exports both ERPs into a spreadsheet and becomes the only person who can answer anything. The reconciliation takes a week every month, and every month the answer comes out a little different. Getting past that spreadsheet is where the value plan starts moving.
Five jobs, in the order they pay.
One customer list, one product hierarchy, one definition of margin. We map both companies' systems, resolve where they disagree, and put the answer in one place everyone reads from — instead of whoever's spreadsheet is newest.
Revenue, margin, inventory, and cash for the combined business, current enough to act on. The board pack stops taking a week to assemble.
Month-end reconciliations, duplicate reports, approvals nobody remembers the reason for — most of it can go. We remove it first, then automate what's left.
Acquisitions lose people, and the people know things: which customers have side agreements, why the pricing works the way it does, which supplier actually delivers. We capture that while they can still tell us.
The mappings, pipelines, and checklists from this integration become the starting point for the next one. Deal two should be faster and cheaper than deal one.
Start with the number nobody agrees on.
Bring the report that takes a week to produce, or the metric with three different answers. We'll tell you what it takes to fix it.