Post-Merger Integration/ Carve-out Planning
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.
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Determining Standalone Organization Structure And ERP System For Carved-out Specialty Chemical Manufacturer
Conducted a robust carve-out assessment of current situation and transition requirements to enable organizational and ERP decisions for a specialty chemical manufacturer. Effort included: interviewing corporate HQ, manufacturing facility, and sales personnel; evaluating ERP options and developing ERP recommendations; cataloging and establishing criticality and transition, implementation, and annual costs of business applications and IT infrastructure; and developing target organization structure. Our assessment allowed the client to make fact-based decisions and successfully transition to a standalone company.
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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.
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Outsourcing to Achieve Service Enhancements and Risk/Cost Reduction in a Post-Merger Banking Environment at Major European Bank
Created tactical plan for radically reducing the cost of US Dollar clearing and NY branch funds transfer operations. Focused on treasury functions of money market and foreign exchange, from front office deal origination to back office booking, and SWIFT message generation to FTR CHIPS/FED execution. Outsourcing resulted in $1.5M in administrative overhead savings, higher service levels, and significantly reduced risk.
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Determining the Right Fixed Cost Structure and Capturing Overhead and G&A Opportunities at Global Industrial Goods Manufacturer
Worked with senior business unit management to develop and implement manufacturing overhead and G&A savings recommendations across NA network. Established a zero-based organizational structure and cross-business unit management efficiency metrics for assessment purposes. First-year run-rate savings were $8.1MM, an additional $2.1MM of savings were targeted.
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