Post-merger integration consulting.
Deals close on a thesis. Integration is where that thesis either holds or quietly erodes. I come in as an embedded operator and build the plan, the operating model, and the governance that carry an acquired business through its first year inside a new owner.
The operating layer an acquisition needs after close.
Integration Planning
A sequenced plan for the first 100 days after close: what gets integrated, in what order, who owns it, and what has to be true before the next step starts.
Target Operating Model Design
One operating model across the acquired business and the acquirer. Team design, decision rights, prioritization, and the delivery lifecycle that replaces contract-driven, ad hoc execution.
Governance and Reporting
Cadence, escalation paths, and reporting that leadership and the sponsor can actually act on, so integration progress is visible instead of assumed.
Systems and Tooling Integration
Provisioning, backlog and workflow consolidation, and migration off legacy or proprietary systems onto the acquirer's standard stack without losing work in the transition.
Diagnose, build, transfer.
Three phases, run inside the business rather than alongside it. The goal is a system your team owns, not a dependency on me.
Diagnose
Find where the deal thesis and the day-to-day operation have separated: key-person risk, silent leadership, missing prioritization, tooling gaps, and unowned workstreams.
Build
Stand up the operating floor. Cadence, ownership, one consolidated backlog, a delivery lifecycle, and reporting that runs while the business keeps serving clients.
Transfer
Train the teams, document the model, and hand it to internal owners so the integration holds after the engagement ends.
A 30 month integration inside a global acquirer.
A Dublin-founded, London-based post-trade fintech, acquired by a global IT services firm, whose platform served five of the world's eight largest investment banks.
Her role in delivering a new regulatory platform (CSDR) into three new clients simultaneously showcased her ability to lead and deliver results.
What buyers usually ask first.
What does a post-merger integration consultant actually do?
The role is to build the operating layer an acquisition needs after close: an integration plan with named owners, one target operating model across the combined teams, a delivery cadence, and reporting that shows leadership whether the thesis is on track. In practice it also means absorbing the work nobody owns yet, from tooling provisioning to backlog consolidation.
When is the right time to bring someone in?
Before close is ideal, because the first 100 days are the ones that set the pattern. It is still worth doing later. One engagement documented here started around 90 days post-close, when the acquired team still had no acquirer credentials, no standard tooling, and no delivery cadence.
How is this different from a large consulting firm?
This is an embedded operator, not a deck and a team of analysts. I work inside the business, own workstreams directly, and hand a working system to internal owners rather than leaving a recommendation behind.
What kinds of deals is this suited to?
PE-backed platforms and add-ons, strategic acquisitions inside larger enterprises, and growth-stage companies absorbing a team or product line. Prior integration work spans post-trade fintech acquired by a global IT services firm and portfolio operations inside PE-backed SaaS.
Next step
If you have a deal closing, or one that closed and has not settled, start with a short call.