Post-merger integration and restructuring for a global IT services company
The Problem: Large acquisition in an unfamiliar territory
Our client had offices and operations across Europe and Asia, but limited presence in the Americas.
Acquiring a US-focused business with over 2,000 employees was a strategic success, but the two businesses needed integrating to deliver cost and revenue synergies.
As a carve-out, the acquisition also brought added complexity from transitional service agreements
Our Approach: Integration team with senior sponsorship and broad responsibility
We set up a small integration team at the acquired company HQ, staffed by Credo and senior management from both businesses. This team organised employee transition, developed detailed synergy plans and facilitated back-office integration. It also supported financial integration, building a new budget for the acquired company within a very short timescale.
Broad responsibility meant the team could quickly identify dependencies, and the autonomy granted by senior management enabled quick reaction to integration roadblocks.
The Result: Smooth and successful integration
In the first 200 days, all customers and employees were successfully migrated to new contracts and rebranding was completed.
Detailed plans were developed for £30m in annualised synergies, which were later executed on plan.