We help private equity firms and strategic acquirers execute finance-led post-merger integrations, align financial systems and reporting, track synergies, and establish the operational foundation needed to realize acquisition value.
Lower and middle-market acquisitions rarely come with a dedicated integration team. The operating partner is stretched across the portfolio, the target's finance team is small, and the first board meeting is already on the calendar. That is where value leaks.
Different charts of accounts, close calendars and revenue recognition make the combined numbers slow and unreliable.
Cost and revenue synergies are underwritten at LOI but never baselined, owned or tracked after close.
Inventory, payables and receivables behave differently under new ownership, and liquidity gets tight before anyone sees it coming.
Covenant tests, KPI packs and monthly reporting slip while teams fight over systems and process.
Platform and add-on acquisitions where the operating partner needs a dedicated integration lead for the finance function from close through value realization.
Public and private companies buying to grow, with a deal team that has moved on to the next target and an acquired business that still needs to be folded in.
Inventory economics, gross margin, COGS, co-man and channel profitability, integrated into one view of the combined business.
Revenue recognition alignment, ARR and retention metrics, and a consistent KPI framework across acquired products.
Each package is fixed-fee and scoped after a short diagnostic. Start with one phase or combine them into a full pre-close to Day-180 engagement.
Make sure the business can close the books, pay people and vendors, and report to the new owner on the day the deal closes.
Integrate the finance function into the acquirer's model and stand up the reporting the board actually needs.
Keep the integration on plan after the first 100 days and prove the deal is delivering what it was underwritten to deliver.
A structured cadence with weekly status to the operating partner and a clear owner for every workstream.
Diagnose the target's finance team, systems, controls and reporting gaps.
Banking, payroll, approvals and an interim reporting package in place.
Opening balances, synergy baseline, 13-week cash flow and KPI definitions.
Chart of accounts, close process, systems roadmap and integrated forecast.
Board pack live, synergies tracked, value creation plan handed to owners.
Consolidated financials, board and lender packs, and a single KPI definition set.
Chart of accounts mapping, policy alignment, close calendar and controls.
13-week cash flow, inventory, AP/AR terms, banking and financing structure.
Baseline, owners, milestones and monthly tracking against the deal thesis.
ERP selection, migration roadmap and implementation oversight.
Org design, roles, retention risk and hiring for the combined team.
Integrated annual plan, rolling forecast and scenario models.
Buyer-ready financials and value drivers from day one of ownership.
Finance executive with 15+ years leading finance for high-growth consumer, SaaS, healthcare and services companies, including VC- and PE-backed businesses. As an M&A broker and Certified Exit Planning Advisor, she sees deals from both sides of the table. Fluent in English and Spanish.
As an M&A broker, Alejandra knows what buyers underwrite at LOI. As a finance leader, she knows how to deliver it after close. Not a slide-deck integration. Hands-on finance leadership from someone who has run the close, built the forecast and stood up the systems at growing companies.
Lower and middle-market transactions: private equity platform and add-on acquisitions, and strategic acquisitions by corporate buyers, where the acquired company has a lean finance team and no dedicated integration management office.
Yes. Day-1 Readiness is designed to begin during confirmatory diligence or between signing and close, so the business is ready to operate under new ownership on Day 1.
No. We lead the integration, not the day-to-day finance function. We work alongside your existing finance team, operating partner or corporate development lead, and every engagement ends with a documented handoff to internal leadership.
Phases 1 and 2 are fixed-fee, scoped after a complimentary integration diagnostic. Phase 3 is billed against integration milestones. No open-ended hourly billing.
Engagements are delivered primarily remotely with on-site visits at key milestones. Based in Dallas–Fort Worth, Texas, and serving clients nationwide.
A 30-minute conversation about your deal, timeline and finance team. You'll leave with a short list of the integration risks to address first — whether or not we work together.