Platform · Integration
Day One, the first 100 days and year two, planned and tracked against owners.
Plan what has to happen on Day One, in the first hundred days and through year two after a deal closes. Track each workstream on a timeline, log risks as they appear, and measure whether the plan is holding.
Workstream: Finance integration
- Deal
- Project Hosur
- Workstream lead
- Group finance controller
- Phase
- First 100 days
- Closing date
- 01 Dec 2026
- Next milestone
- First combined month end, 10 Jan 2027
- Open risks
- 2
- Day One: bank signatories changed
- Plant moved to group chart of accounts
- Payroll on group policy
- First combined month end
- Year two: single ERP
The problem
The deal closes and the hard part starts
Signing day gets all the attention. Then on Monday the acquired company's staff want to know who they report to, the bank needs new signatories, customers ask whether prices change, and two accounting systems have to produce one set of numbers by quarter end. The integration plan was a slide in the board pack. Within a month it is out of date, risks live in hallway conversations, and nobody can say which promises made during the deal have actually been kept.
What it gives you
Inside integration, feature by feature.
Day One plan
A list of what must be true on the first day: bank mandates, signatories, staff communication, customer letters, statutory filings to start.
First 100 days and year two milestones
Group milestones by workstream, such as finance, people, operations, sales and systems, across the first hundred days and the second year.
Gantt style tracking
See each workstream on a timeline with dependencies, so a delay in moving payroll shows its effect on the first combined month end.
Risk identification and reporting
Log risks as they come up, with an owner, a rating and a next action, and report them to the steering group each week.
Performance measurement
Track the few measures the deal was meant to improve, such as combined sales, working capital or customer retention, against the plan.
Integration playbooks
Start from a playbook for your type of deal and edit it to fit.
How it works
A typical run through integration
- Step 1Start before closingDraft the Day One list and the 100 day plan from a playbook while diligence is still running, using what diligence has found.
- Step 2Name owners for each workstreamEach workstream has a lead from the combined business. Advisers support, but the plan belongs to the people running the company.
- Step 3Run the first 100 daysUpdate milestones weekly, log risks as they appear, and review the Gantt view at the steering meeting.
- Step 4Measure and adjustCompare the measures you chose against the plan each month, and change the plan where reality has moved.
- Step 5Carry into year twoMove unfinished work and longer changes, such as a single ERP or a merged sales team, into year two milestones.
In motion
The plan ticks from Day One to Day 100
Workstreams for customers, people, finance and purchasing move forward on dated milestones, and the risks stay visible beside them.
An example
A Coimbatore pump maker integrating a Hosur foundry
A family owned pump manufacturer in Coimbatore buys the foundry in Hosur that has supplied its castings for years. It sets up five workstreams: finance, people, plant operations, customers and systems. The Day One list covers new bank signatories, a letter to every employee, and calls to the foundry's other customers, who worry their orders will now come second. In the first hundred days the finance lead moves the foundry onto the group's chart of accounts, and HR aligns leave and shift policies. A risk is logged in week three when two senior supervisors resign, and the steering group agrees a retention plan. Moving the foundry from Tally to the group's ERP sits in year two, as a systems project the Code Colonies delivery team can build.
Illustrative example. Screens and data are samples.
Questions
About integration
When should we start the integration plan?
Before closing. The Day One list in particular needs to be ready on the day, and diligence findings should shape the 100 day plan.
Who should own the plan, us or the advisers?
The people who will run the combined business. Advisers can help build and run the plan, but each workstream needs an internal lead.
Can you also build the systems work, such as moving to one ERP?
The Code Colonies delivery team can, on 2good terms: INR 199 or USD 2 an hour, a 150 hour minimum, no advance, and you pay after you accept the work.
For this stage
Free tools and templates that go with it
Free tools · 2
- Tool · 3 minDeal timeline plannerPick your deal type, how ready you are and a start date, and see a dated plan of the eight stages from first call to Day 100.
- Tool · 4 minEarn-out scenario calculatorEnter the upfront price, the targets and the payout terms, and see what the seller receives in each scenario you set.
From the templates library · 3
Further reading
Related platform parts and guides
- PlatformDue diligenceRequest lists, a data room and questions in one place, with a record of who did what.
- PlatformEngagementsScope, milestones, deliverables and decisions for an advisory mandate, in one place.
- GuideThe first hundred days after the dealThe first hundred days are when the deal's assumptions meet the business as it really is. A short list of outcomes, a small integration team and a weekly review keep the plan on track.
Ways to start
Use integration with an adviser, or with your own team
Work with an adviser
A confidential first call with the Code Colonies consulting team. We agree a written scope, then run the mandate in a Synerger workspace you can open at any time.
Use the platform with your own team
For deal teams, funds and advisory firms running their own mandates. Request access, or log in if your team already has an account.
Next step
Run the next deal on Synerger. An adviser will show you how.
A confidential thirty minute call. Tell us how your team runs deals today and we will walk you through this part of the platform.