Originally featured on Forbes.com for Crowe BrandVoice
The first 100 days after a deal are critical for strategic buyers and private equity groups seeking to capture value through mergers and acquisitions (M&A). During this time, few are under more pressure than the chief financial officer (CFO) to ensure the process runs smoothly. With limited time and often limited resources, the CFO needs to integrate financial and accounting operations, establish a system for measuring performance, and prepare the business for continued growth. Amid it all, the CFO must continually manage stakeholder expectations.
As the general contractor of the M&A process, the CFO is responsible for determining what steps need to be taken and how those steps should be prioritized. The sequence of steps is important to get right, as each one can feed off the others. From there, the CFO needs to create a realistic timeline for completing each step, and identify the right subcontractors to do the work, whether internal or external.
In running the integration process, the CFO needs to be mindful of making the best use of data, managing financial reporting requirements, and scaling the business, all of which depends on having a solid team in place and specific strategies at hand.