Finance Integration

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Aligning the financial compass of a deal

When combining two of anything — let alone two things as dynamic and complex as living, breathing companies -- you first need to agree on a shared purpose, set common goals, and learn how to work as one to achieve results. But none of this is possible without ensuring that people who comprise the two organizations can understand one another and speak the same language.

Integration success is critically dependent on an effective finance function to deliver business insight, help ensure compliance and controls, and create operational efficiencies for capturing deal value across the organization.

It’s more than compliance

Setting the course for Finance requires immediate attention to address critical matters important in the early stages of a merger or acquisition. Setting the course typically addresses the following areas.

  1. Business insights are developed based on analysis to meet and exceed initial synergy targets sooner than planned.
  2. Operational efficiency in designing a combined finance function that eliminates duplicative effort and optimizes the cost of running the Finance function.
  3. Compliance and control in closing activities to ensure the Finance function is ready for Day One (e.g., Day One reporting ability, data migration, compatible IT systems, controls over funds).

Contact us

Gregg Nahass

US and Global M&A Integration Leader, PwC US

Edward Jasaitas

Partner, PwC US

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