M&A Integration | BASZ Group

M&A Integration

We help organizations manage operational risk in acquisitions, carve-outs, and consolidations where timelines are externally imposed and the cost of misjudgment is high.

If you're building an internal case, you'll find deeper detail and artifacts below.

M&A operational risk is different:

Timelines are compressed and non-negotiable. Information is incomplete and politically sensitive. Accountability spans multiple stakeholders. Performance expectations start immediately.

We provide operational diligence, Day-1 readiness, and integration oversight with confidentiality and speed as baseline requirements.

You Might Be Here Because...

  • You're between LOI and close and need operational diligence
  • You're planning Day-1 operational cutover for an acquisition
  • You're integrating supply chains post-close with PE oversight
  • You need to assess operational risk in a target company
  • Post-acquisition performance hasn't landed as expected
Four Integration Phases
Phase 1

Pre-Close: Operational Diligence

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What We Help With
  • Understanding what you're actually buying (vs. what the deck says)
  • Identifying operational, system, and data risks
  • Pressure-testing integration assumptions
  • Framing Day-1 and first-90-day priorities
  • Validating seller-provided operational claims
  • Assessing 3PL dependencies and transition risk
When This Matters

Between LOI and close. When internal teams lack operational depth. When seller-provided info feels incomplete. When valuation depends on operational assumptions that need validation.

Typical Output
  • Risk profile (what can go wrong, what's controllable)
  • Day-1 readiness assessment
  • Integration complexity map
  • Cost and timeline reality check
  • Decision frameworks for leadership
What Good Looks Like

Leadership understands operational reality vs. assumptions. Integration risks are identified and quantified. Day-1 priorities are clear. Team knows what will break if not addressed pre-close.

Phase 2

Day-1 Readiness

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What We Help With
  • Continuity planning (customers, operations, systems)
  • Leadership alignment and communication structure
  • Risk containment (what can't break on Day 1)
  • Governance design for integration period
  • Cutover sequencing and dependency mapping
  • Transition playbook for operational teams
When This Matters

30 to 60 days before close. When operational continuity risk is high. When internal or external stakeholder confidence matters. When Day-1 can't be "figure it out as we go."

Typical Output
  • Day-1 playbook (hour-by-hour for critical functions)
  • Risk mitigation plan
  • Communication structure (internal and external)
  • Decision rights and escalation paths
  • Operational continuity checklist
What Good Looks Like

Teams know exactly what happens on Day 1. Leadership has visibility into execution status. Critical operations continue without disruption. Early issues are contained and don't escalate.

Phase 3

Integration Execution

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What We Help With
  • System consolidation or integration oversight
  • Process harmonization (where it matters)
  • Performance monitoring and issue resolution
  • Vendor and 3PL alignment
  • Integration workstream governance
  • Executive reporting and board updates
When This Matters

Post-close, first 90 to 180 days. When integration complexity is high. When performance can't slip during transition. When multiple workstreams need coordination and accountability.

Typical Output
  • Integration oversight and issue management
  • Workstream coordination and dependencies
  • Performance tracking and variance analysis
  • Executive dashboards and reporting
  • Risk escalation and mitigation
What Good Looks Like

Integration stays on timeline. Performance doesn't degrade. Issues are resolved before escalation. Leadership has clear visibility. Board or investors maintain confidence.

Phase 4

Post-Close Stabilization

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What We Help With
  • Performance recovery if targets are missed
  • Credibility restoration with board or investors
  • Transition from integration mode to steady state
  • Root cause analysis for integration gaps
  • Corrective action planning and execution
  • Knowledge transfer and capability building
When This Matters

When post-close performance hasn't landed as expected. When leadership needs independent assessment. When board or investors are asking questions. When integration has stalled or drifted.

Typical Output
  • Root cause clarity (what went wrong and why)
  • Corrective action plan
  • Stakeholder confidence restoration
  • Performance stabilization
  • Transition to BAU operations
What Good Looks Like

Performance recovers to target levels. Board or investor confidence is restored. Team has clear path forward. Operations stabilize and handoff to internal management is clean.

Typical Engagement Timeline
Pre-Close Diligence: 2-4 weeks
Rapid operational assessment, risk identification, Day-1 framing
Day-1 Readiness: 4-6 weeks
Continuity planning, cutover preparation, governance structure
Integration Execution: 90-180 days
Active oversight, workstream coordination, issue resolution
Stabilization & Exit: 30-60 days
Performance stabilization, knowledge transfer, transition to BAU
Note: Timeline is dictated by deal schedule and integration complexity. Recovery engagements are compressed (4-12 weeks).
Who Typically Engages Us

Corporate Development Teams

For pre-close operational diligence and risk assessment. When the deal team needs independent validation of operational claims and integration feasibility.

Private Equity Operating Partners

For portfolio company integrations, Day-1 readiness, and post-close performance oversight. When board-level visibility and accountability matter.

CEOs and COOs

When operational risk is high and they need someone accountable for integration execution. When internal teams lack M&A integration experience at this complexity.

Acquired Company Leadership

When continuity matters and they need help preparing for transition. When operational knowledge needs to be captured and transferred systematically.

No hype. No "synergies."

We focus on risk containment (not opportunity maximization), timeline realism (not speed-to-value), and operational continuity (not transformation). Confidentiality and discretion are non-negotiable.

Frequently Asked
How do you handle confidentiality during diligence? ▼
Strict. We operate under NDA, limit information sharing, and structure work to protect deal confidentiality until close. We understand the political sensitivity and act accordingly.
Do you work with both buyer and seller? ▼
One side per transaction. We clarify this upfront to avoid conflicts. We can work with either side, but never both in the same deal.
What if we're the target company? ▼
We can help target leadership prepare for transition, ensure operational knowledge is captured, and maintain continuity through the handoff. We've worked with acquired companies to protect their operations during integration.
Can you start pre-close and continue post-close? ▼
Yes. Most M&A engagements span multiple phases. Starting with diligence and continuing through integration provides continuity and ensures early insights inform execution decisions.
What if integration has already started and isn't going well? ▼
That's Phase 4: Post-Close Stabilization. We conduct rapid assessment, identify root causes, and lead corrective action. Most recovery engagements are 4-12 weeks depending on severity.
Do you replace our internal integration team? ▼
No. We provide independent oversight, governance, and operational accountability. We work alongside internal teams, corp dev, and any integrators or consultants already engaged. We're here for judgment and execution accountability, not capacity.

M&A Operational Risk Doesn't Wait

If you're facing acquisition integration, Day-1 readiness, or post-close performance issues where timing and accountability matter, let's talk.

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