We assess the target's finance structure against the buyer's setup — an assessment, not a full technical due diligence — then run the full finance integration, combining the target with the buyer's finance function and the business-support functions around it (mobility, legal, travel, HR, etc.). Built on hands-on experience leading finance integration through major acquisitions hand-in-hand with the integration management office (IMO), and leading finance transformations at large Danish companies.
Post-merger finance work has two fundamentally different natures. Integration is urgent and compliance-driven: the acquired entity must report into the group, meet statutory deadlines, and survive its first audit under new ownership. Transformation is strategic and mandate-driven: harmonising systems, redesigning processes, capturing synergies.
The most expensive mistake in post-merger integration (PMI) is mixing the two. Transformation ambitions get smuggled into the integration plan, the critical path balloons, deadlines slip — and suddenly the things that had to happen by Day 1 or first close are competing with things that merely should happen someday.
We keep the lists separate. Integration gets a deadline and a plan. Transformation gets a mandate and a business case — or it waits.
We work on both sides of signing. Before the deal: an assessment of the target's finance structure in relation to the buyer's setup — not a full technical due diligence — focused on what integration will actually cost and where the operational risks sit. After the deal: leading or supporting the finance integration workstream — combining the target's finance function with the buyer's and the support functions around it (mobility, legal, travel, HR, etc.) — the work between signing and operational integration that typically falls between corporate development and business-as-usual (BAU) finance.
What does this finance function actually look like — and what will it cost to integrate? Findings feed the sale and purchase agreement (SPA) and the price.
Payments flow, payroll runs, signatories are in place, cash is visible. Nothing breaks on the morning after close.
Group reporting works, statutory obligations are mapped and met, governance is integrated, audit-readiness confirmed.
Now — with control established — harmonisation and synergy work proceeds as a scoped programme, not a side effect.
Acquired companies often lose finance staff exactly when reporting demands double. Our shared services center can take over the acquired entity's accounting, AP and AR during — or permanently after — integration, giving the deal team a stable back office instead of a retention crisis.
How the shared services center worksThe earlier integration thinking enters the deal, the cheaper it gets. Talk to us before signing — or the week after, if that's where you are.