In situations where the portfolio company is pursuing an add-on acquisition, we work with the management teams of both companies to develop a post-merger integration plan to ensure successful integration of the companies. We help establish clear strategic objectives for merger and associated post-merger priorities, create integration strategy recognizing that the core of the business must be protected during integration, create actionable front-line plans to achieve merger priorities, and ensure expeditious execution of plans leveraging the “80/20 rule”.
In carve-out situations, we help establish transition support requirements, develop standalone organization structures, decide on ERP and other system/infrastructure requirements, develop communications strategies/plans, create actionable front-line plans to establish standalone company, and ensure expeditious execution of plans to meet transition service agreement timeline.
Post-merger Integration Planning for Tech-enabled Compliance Services Providers
Developed a detailed post-merger integration and communication plan that identified and prioritized post-merger integration requirements as pre-deal, 100-day, and post-100-day, and identified the integration team with assigned responsibilities for key integration priorities. The effort included establishing the target end-vision of the combined company and determining post-merger integration requirements through a thorough assessment of current situation at both companies.Show Details
Enhaning Forecasting, Planning, and Product Lifecycle Management in Post-merger Environment at Leading Sporting Safety Equipment Company
Assisted 4 client teams and trained client personnel during a post-merger replenishment system enhancement and inventory reduction effort. Developed a centralized inventory and planning model by merging information from 2 separate operating entities. Achieved $8+MM reduction in inventory in 9 months.Show Details
Establishing “One Company” Organization and Operations to Realize Cost Synergies at Direct Marketing Services Company
Conducted a 5-week operations diagnostic of a recently acquired portfolio company to identify cost reduction opportunities and establish organizational and operations end-visions. Gotham undertook an extensive analytic effort to reconcile and align data from 3 separate, independently operating systems corresponding to each business unit and create in-depth profiles of purchasing spend and labor efficiency. We also identified opportunities to improve salesforce effectiveness, including salesforce restructuring and a new compensation system. Finally, working with management, Gotham developed a “One Company” organizational structure to eliminate disconnect and facilitate savings opportunity capture within and among the 3 business units. Following the diagnostic, management launched efforts to capture these opportunities, which were expected to improve the company’s EBITDA margins by 6+ percentage points.Show Details
Identifying Consolidation Synergies from and Operational Improvement Opportunities in an Add-On Acquisition for Testing Services Provider
Conducted a 4-week operational due diligence to: 1) identify and quantify facility consolidation and other synergies; 2) determine cost additions and operations improvement opportunities; and 3) establish current asset and labor utilization. Gotham worked hand-in-hand with our client to build a comprehensive and reliable cost and capacity fact base, conducted detailed tours of all the facilities, assessed several site consolidation options, and benchmarked operational metrics across the 2 companies. Gotham’s due diligence findings allowed our client to confidently proceed with the transaction; client is already capturing synergies identified during the due diligence.Show Details
Unlocking Truck and Parcel Freight Savings at Portfolio Companies of Middle-market Private Equity Firm Freight
Created fact base for leveraging $11MM of freight spend across 3 portfolio companies of a middle-market private equity firm. Facilitated communication between management of portfolio companies to understand service requirements and the manner in which the individual portfolio companies would conduct freight negotiations. Led RFP process and analyzed new bids based on 2 years of historical freight spend. Created an evaluation matrix based on both cost and service to facilitate vendor selection. Purchasing consolidation led to $1.2MM in savings in the first year and improved freight service.Show Details
Uncovering Cost and Inventory Savings Opportunities and Assessing Operational Capabilities at Licensed Brands Household Goods Company
Conducted 1-week opportunity assessment for inventory, labor, material, freight, distribution, and overhead costs from both standalone and synergistic perspective. Identified $3-4MM in cost reduction opportunities and $4-5MM in inventory reduction opportunities. Client acquired the company and merged it with a portfolio consumer goods company. Subsequently, assisted in capturing $4-5MM in inventory and $2MM in freight savings at this growing company which became one of the largest suppliers to big box retailers.Show Details