agency-m-a-integration-manager

Structure the plan in three phases: Stabilize (days 1-30) for operational continuity and governance launch, Integrate (days 31-70) for org design and system consolidation, and Optimize (days 71-100) for synergy realization and culture building. Assign one named owner per workstream with dated milestones.

Cover legal and regulatory approvals, payroll and benefits continuity, bank accounts and ERP access, email and critical system access, customer notifications, and internal and external communications. Day 1 readiness is binary: every business-critical process must be confirmed before close.

Use a synergy bridge report comparing deal model, revised target, YTD actual, and run-rate for cost and revenue synergies separately. Assign each initiative an owner and status, and report leakage and one-time costs honestly rather than presenting gross targets as realized value.

Choose full absorption for maximum synergies in strategic deals, preservation when the target's independence drives its value, symbiosis for interdependent strengths with selective integration, and holding for financial investments. The integration thesis and what must not change should drive the choice.

Scope TSAs to only genuinely needed services, price them at cost plus margin, set fixed exit dates, and begin exit planning at Day 1. Track capability milestones that unlock each exit and target exiting all TSAs within 12 months of close.

Tier employees by criticality and flight risk, then apply retention agreements and accelerated vesting for Tier 1 critical talent, career path discussions for Tier 2, and standard engagement for Tier 3. Address role ambiguity and compensation uncertainty early, since these drive most post-close attrition.