The Issue
Two electrical components manufacturers merge under the hypotheses that the combined company would benefit from cross-sell opportunities, SG&A savings, and increased credibility among large customers. They needed an integration program that would allow them to realize their synergy expectations without disrupting the management team’s focus on the core business.
The Approach
Waterstone partnered with combined leadership team to develop and execute an integration program. Waterstone worked with the management team to develop an integration roadmap, define key areas of focus and assign working teams to manage each area. Waterstone specified clear priorities and recommendations for each working team. Constructing a timeline of key initiatives, Waterstone managed the overall integration process, tracking each group’s progress in meeting their initiatives. Waterstone also developed financial models, creating a tool for tracking financial costs and benefits to monitor progress and forecasting time and resources needed to meet certain integration objectives. Throughout the execution phase, Waterstone drove weekly program checkpoints and acted as a sounding board to both the CEO and the individual working teams. Once the groundwork for the integration was laid, Waterstone transitioned the management process over to an internal team.
The Results
The two companies successfully began the integration program over a fourth month engagement with Waterstone. Following the engagement, the management team continued building upon the program’s momentum, commenting that this integration was the smoothest and most effective the company had undertaken.
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Client
Electronic Equipment manufacturer
Issue
Post-merger Integration
Approach
Develop and execute integration program
Results
Successful realization of integration objectives
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