Consultation
Post-Merger Integration Programme
A full advisory engagement that steadies two established organisations through day one, the first hundred days, and the harder months of operating as one.
Who this is for
Acquiring boards, CEOs, and integration leads in mid-market and large New Zealand enterprises that have signed or closed a transaction and now face the practical work of becoming one organisation. Suitable when both sides already have operating history — factories, branch networks, professional practices, or multi-site service businesses — rather than early-stage ventures.
Result you should expect
A single, board-visible integration plan that protects customer continuity, retains critical people, clarifies who decides what, and tracks synergy commitments against real operating milestones. By the end of the engagement, workstream leads should know their weekly rhythm, escalation paths, and what “done” looks like for each major decision.
What is included
- Design of the Integration Management Office (IMO) structure, meeting cadence, and decision rights
- Day-one readiness checklist covering customers, suppliers, payroll, communications, and site access
- First-100-day operating plan with sequenced workstreams for people, commercial, finance, and operations
- Facilitation of leadership alignment sessions for the combined executive group
- Board pack templates and monthly integration progress reporting
- Coaching for the appointed integration lead (client-side)
What is excluded
- Legal counsel on the transaction documents
- Financial due diligence or valuation opinions
- IT system selection or software implementation
- Permanent placement of executives (we advise; we do not recruit as a search firm)
Provider
Enterprise Evolve partners lead the engagement from our Christchurch office, with senior advisors present at key on-site workshops. Workstream facilitation is hands-on; we do not drop a slide deck and leave.
Process
- Scoping conversation — understand deal stage, organisations involved, and known friction points.
- Diagnostic fortnight — interviews with both leadership teams, review of existing synergy models and org charts.
- IMO standing up — agree cadence, owners, and the first three critical decisions.
- Execution support — weekly or fortnightly facilitation through the agreed horizon.
- Handover — transfer the reporting rhythm and open issues register to the client’s ongoing governance.
Preparation
Before kickoff we ask for: organisational charts for both entities, the announced synergy thesis (even if incomplete), a list of top twenty customers and suppliers, and the names of people already designated as workstream leads. If none are designated yet, that becomes week-one work.
Constraints
We typically engage one flagship integration at a time in a given sector within New Zealand to avoid conflicts. Travel outside the South Island is billed at cost. Confidentiality agreements are signed before any diagnostic interviews begin.
Fees
Quoted as a monthly retainer based on intensity (days on site vs remote), number of workstreams, and duration. See Fees for indicative ranges. A written statement of work precedes any chargeable work.
Next step
Request a conversation describing the transaction stage and the two organisations. We reply within two business days with questions or a proposed scoping call.