§ Themes — M&A Integration
Post-Merger Integration.
From multiple entities into one. Integration following acquisitions, mergers and carve-outs — governance, structures, IT, culture. Operational ownership, not slideware.
Where integration fails
Studies have consistently shown for years: more than 50% of all M&A transactions fail to meet their objectives — and the most common reason is not the strategic logic but the integration after closing. Where it typically breaks down:
- Duplicate structures persist for years because nobody takes operational responsibility for consolidation.
- IT landscapes are not merged — the planned synergies are absorbed by interface workarounds.
- Governance stays unclear between former owner logic and new group steering.
- Key people leave because roles and prospects are not clarified.
- Culture is ignored until it becomes an escalation.
An interim manager with operational C-level experience takes on this responsibility — as COO, Managing Director or dedicated integration lead — and carries the business through the phase in which most consulting mandates have already ended.
Integration along four dimensions
I. Governance & steering
Clarification of ownership and steering logic post-closing: reporting structure, decision paths, board and supervisory body structure, KPI reporting to investor or group. Building a high-performing leadership team from existing entities — or new where required.
II. Structures & processes
Consolidation of sites, functions and processes. Definition of a target operating model. Build-up of shared service centres where economies of scale make sense. Closure of redundant structures with a clear plan and social responsibility.
III. IT & data
IT integration is usually the critical path of any PMI. Consolidation of core systems, ERP migrations, data harmonisation, reporting layer. From practice: a 30-year-old ERP replaced in 15 months across five countries — that experience is on hand.
IV. Culture & people
Integration is always cultural work. Clear communication, avoidance of winner-loser dynamics, targeted retention of key people, onboarding of new leadership. Empathy in substance, reliability in execution.
PMI experience from practice
Post-merger integration after group acquisition
Following acquisition by an international financial group, multiple legal entities and IT landscapes had to be integrated. Responsibility for integration strategy and delivery, unified governance model established, high-performing leadership team built. Outcome: successful consolidation, reduction of duplicate structures, decisive leadership.
Shared service centre & site consolidation
Six sites with no collaboration, inefficient processes. As COO, set up two SSCs outside Germany, introduced central steering, closed five German sites and installed a new leadership team. Outcome: unified structures, significant efficiency gains and cost reduction, higher service quality.
ERP migration in PMI context
New shareholder, ageing legacy systems treated as a technology risk. 30-year-old ERP replaced in 15 months across five countries — on time. End-to-end digital processes, transparent KPIs, stronger compliance posture.
Typical clients
Private-equity investors
For PE portfolio companies after add-on acquisitions or platform investments. I take operational responsibility in the holding, report to the board and work closely with the investor on value-creation levers.
Corporates after acquisitions
For subsidiaries that need integration or newly acquired entities — as COO or Managing Director on time, with a clear handover path to permanent leadership.
Mid-market in succession or sale
For family-owned businesses in transaction situations — preparation for sale, integration after sale, or as a bridge in succession situations with M&A components.
Carve-outs
For divested entities in the critical phase between signing and full standalone capability — IT separation, own governance, own structures.
Related topics
Let’s discuss your integration
Free initial conversation, 30 minutes, in confidence. We’ll cover starting point, critical path and whether an interim mandate is the right lever.
Email: ov@olivervossinterim.de · Phone: +49 173 286 27 38