What challenge(s) do our clients face?

The post merger implementation era is characterized by many rational decisions with limited information, a large number of technical and human influences to consider, little information, small and time-limited

M&A is a growing phenomenon in all industries, businesses and large organizations. from start-up companies to large multinational companies. In our experience, we have found that there are many different drivers for sustaining inorganic growth:

  • To acquire specific knowledge or technology

  • To increase, complement or revolutionize the value proposition to the customer

  • To launch a new product or service

  • To gain scale

  • To expand into new countries or regions

  • To refresh cultural characteristics

  • To test a strategic thesis on a limited and controlled scale

  • To mitigate risk through differentiation of revenue streams

    But - M&A is always a very profitable idea and has a huge impact from setting the target to closing. Even after setting the right goals, it is often difficult to properly assess financial health and performance, achieve fair prices, negotiate with stakeholders, and set propulsion strategies in a legal environment.

    After the deal is closed, the post-merger bidding process begins. This is a very difficult and often underestimated area where success depends on solidifying the foundation of success:

  • Define the most appropriate coordination strategy based on key principles:

    tasks and responsibilities and risk to create significant opportunities.

  • Monitoring Actions:

    Develop and implement appropriate management systems to monitor management, facilitate change, and make quick decisions in accordance with legal procedures (such as TSA, TLA, restrictions on license changes)

  • Effective communication:

    Clarify strategy, actions and data to support consistent communication with the wider team from day one

  • Access to financial integration:

    Update business data and analysis based on factual data, responsibility, timeline and with Investments that need to be integrated, create a strategy based on the integration plan

  • Relating to human impact and change management:

    Understand the different cultures of the organizations and define the new culture, retaining key employees and helping the team from day one

  • By organizational structure:

    Define the organization to get the most out of skills Work in both organizations while maintaining coordination of funds

  • Strategy, structure and internal unifying processes:

    Agreeing on where the strategy should be integrated and therefore the tools needed to complete the change (integration, process, management) to minimize the impact on customers

    Looking at these challenges in the post-merger integration process, it's easy to understand why many deals don't happen on investment thesis or four business desks.

How do we help?

Integration has supported many companies through the Post-Merger Integration process, in different geographies, industries, contexts, and varying complexity – across Mergers, Acquisitions and Carve-Outs.

We work with our clients to tackle challenges in each of the three major milestones: initial integration planning, integration execution and business optimization.


At all stages, we guarantee the main pillars for a successful PMI:

  • Preparation and Execution
  • Culture and Leadership; and
  • Business Strategy



What are the benefits?

Investing in a robust Post-Merger Implementation approach brings tangible benefits:

  • Connect strategy, planning and execution:

    ensuring coherence and preventing deviations from business case/investment thesis

  • On-time delivery:

    on-time execution of activities, respecting key deadlines while adjusting to uncertainties

  • Full team engagement:

    promotion of a collaborative environment throughout the integration process

  • Protect base business:

    optimize resource time to maintain base business in parallel to the integration, while closely tracking interdependencies

  • Increase diligence & unbiased challenge:

    use of a clean team, unbiased and compliant with regulatory guidelines, to bring relevant challenges and simplify access to confidential information

  • Capture synergies:

    robust synergy capture plan with close monitoring against deal goals

  • Aligned communication:

    manage communication actions across the business in line with strategy

  • Decrease resistance:

    full impact analysis of human impacts and cultural transition plan

How does it work?

Integration of business by PMI solves the problems that arise in this environment through collaboration and alignment, including the needs of the business and the wider team. We follow 4 simple steps:
  1. Understand the context of the business:

    Interview the relevant organization's C-level to understand the logic and purpose of the business, the context of both the organization and market copy, and validate the stated objectives.

  2. Define Integration Strategy and Roadmap:

    With clear business objectives, we define the integration strategy, identify key points for the roadmap, and work with leaders to identify the business front needed during the PMI. We make this idea a reality by simplifying key decisions that help teams make it (e.g. organizational change, language definition).

  3. Implementation planning, integration and communication:

    We prepare and relate plans for integration, implementation and communication (day 1 and phase 1) based on input from frontline managers and review the team's needs and concerns.

  4. Management, coordination and communication first:

    ensure timely completion of all tasks, demonstrate the effectiveness of work to the leaders and team of the two organizations through strong management, and support decisions to mitigate risk and adjust changes as needed, documented and communicated to ensure.



Our PMI approach applies across industries  we work for businesses that have gone through the PMI process themselves, and private equity more accustomed to the PMI process.

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCSwith significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst

Nikhil Singh

BMCS India

Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies

Rishi Sinha

BMCS India

Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal

Knish Raj

BMCS India

Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.

Rajbir Kapoor