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When it comes to M&A, the elephant in the room is size: thousands of tasks, spread across workstreams and phases, each demanding...

When most people think about M&A, they picture the chase: spotting targets, crunching valuations, and negotiating deals. But the real...

M&A deals rarely collapse in a single moment. They drift off course quietly, until leadership realizes too late that the value they once...

In 2001, fresh out of school and on a gap year, I landed a post room job at a large City law firm. My daily route took me between two...

During a recent integration between two retail chains, an unexpected operational detail came to light: the cleaning model. Company A had...

The 2016 Dell–EMC merger was a masterclass in deliberate integration. Dell acquired EMC with structure, clarity, and long-term intent. A...

After the deal closes, press releases go out, leaders give speeches, and welcome kits are handed around. But then, almost quietly, things...

You didn’t ask for the integration lead role. It was framed as a stretch opportunity, a sign of trust. But what you got was a second job,...

Smaller acquisitions feel easier. Fewer people therefore faster moves. But with under 50 employees, one departure can ripple across the...

Corporate Finance teams are often left on the sidelines after a deal closes. That’s a gap worth closing. The best deals are carried...

Amazon’s integration of Whole Foods began with restraint. While other acquirers rush to consolidate, rebrand, or impose their own...

Integration isn’t about making everything uniform—it’s about knowing what should be unified and what should stay distinct. In one...

Not every integration issue is about systems or synergies. Sometimes, it’s as simple as a kitchen. During one project, the SteerCo Chair...

Many Chartered Accountants know how to get deals done: valuations, due diligence, structuring. But few stay involved once the ink is dry....

Integrations rarely fail because people stop trying. They fail because leadership goes quiet after the deal is signed. I’ve seen it...

Mergers don’t just restructure companies—they challenge people. I’ve supported many integrations where the biggest risks weren’t...

AOL and Time Warner’s $165B merger wasn’t doomed by vision—it was undone by execution. The leadership assumed integration would “fall...