Background and objectives
French group, leader in gaming and betting, committed to an aggressive external growth strategy
The Finance Department has asked us to structure and support its integration processes, reinforcing its teams in the Finance and Performance Management area.
Our mission
Structure the integration process and coordinate the implementation of the integration plan with all internal and external players.
Securing “Day One”, in particular processes exposed to significant operational and financial risks generated by the integration of acquired entities, such as cash management, internal control processes and other areas/entities in which other risks and constraints have been identified.
Challenge / Optimize existing systems and assess the gaps between the current situation and the target
Define the strategy for gradual migration to the target organization and processes, and build the transition plan for Day One and the following 100 days.
Support the Finance and Acquired Target teams in implementing the various initiatives and/or in their day-to-day activities.
Results
An independent team was set up to manage the integration effectively, while representing the interests of both parties.
By initiating certain convergence work on processes (e.g. D+5 reporting) at a very early stage (between signing and closing), we were able to anticipate bottlenecks at a very early stage and launch certain transformations well before the acquisition date.
This approach was key to the success of the integration, enabling the target to be reached more quickly and spreading out the workload of the key players more evenly.
