Getting the combined company onto one set of numbers.
After a close, the two companies run on separate ERPs, separate customer and product records, and different definitions of margin, while the board expects combined reporting within weeks. We reconcile the systems and definitions so the business reports one set of numbers, and we document the mappings and pipelines so the next acquisition starts from them.
A sample view of the combined business.
Reporting after the close.
Until the two sets of records reconcile, finance rebuilds the combined view by hand each month, exporting both ERPs into a spreadsheet. The work takes about a week, the answer moves as the method changes, and one person ends up being the only one who can explain it.
What we take on after the close.
We map both companies' source systems, resolve where the customer lists, product hierarchies, and margin definitions disagree, and publish the agreed version in one place finance and the operating teams work from.
Revenue, gross margin, inventory, and cash for both companies together, assembled on a schedule the board and the sponsor can rely on rather than rebuilt by hand each month.
We remove the duplicate reports, manual reconciliations, and approval steps that no longer serve a control purpose before automating what remains.
People leave in the months after a close, so we write down the customer side agreements, the reasoning behind current pricing, and which suppliers hold their delivery dates while they are still there.
The mappings, pipelines, and checklists built during this integration are documented and handed over to your team.
Start with one report.
Pick a report the combined business produces every month. We'll map the systems behind it, reconcile the definitions, and tell you what it takes to produce it from one source.