People
Keep the team that built it
Identify the people the value depends on, confirm their roles early and agree retention terms before the announcement.
- Key people identified
- Roles confirmed on Day 1
- Retention terms agreed
Post-merger integration
The deal closes. The work starts.
Keep the people, customers and momentum you paid for.
Most of a deal’s value is won or lost after signing. We help acquirers plan integration before close and run a clear Day 1 to Day 100 programme with the teams on both sides.
- Ready before signing
- Day 1
- Ready before signing
- A clear, shared plan
- 100 days
- A clear, shared plan
- Key staff kept on board
- People
- Key staff kept on board
Integration plan
Day 34
- Day 1 communicationsDone
- Key people retainedDone
- Customer outreachLive
- Systems and reportingNext
- Product roadmap mergedNext
- Day 100 reviewNext
Every workstream has an owner and a date.
Why it matters
A great deal can still be a poor integration. Planning early protects the value.
Software businesses are built on people, code and customer trust. If key engineers leave, customers hear rumours or systems clash, the value in the price can fade quickly. A shared plan, agreed before close, keeps everyone focused on what matters first.
- Key people know their role on Day 1.
- Customers hear the news from you, first.
- Revenue and product momentum are protected.
- Both teams work to one plan and one scorecard.
The framework
Day 1 to Day 100, in four phases.
Every integration is different, but the order of priorities is consistent. People and customers come first, systems follow.
Talk through your deal- 01
Before close
Pre-signing
Agree the integration thesis, name owners for each workstream and prepare Day 1 messages for staff, customers and partners.
OutputIntegration plan and owners
- 02
Day 1
Announcement
Staff, customers and partners hear a clear, consistent message. Key people have their roles and retention terms confirmed.
OutputConfident teams and customers
- 03
Days 2 to 30
Stabilise
Protect revenue, keep product releases on track and settle reporting so leaders can see how the combined business is doing.
OutputStable operations
- 04
Days 31 to 100
Integrate
Bring together systems, roadmaps and go-to-market plans. A Day 100 review checks progress against the original thesis.
OutputDay 100 review
Workstreams
Five areas every integration covers.
Each workstream has one owner on each side, a short list of priorities and a date for every milestone.
Customers
Protect every relationship
Plan who tells each important customer, what they hear and who they call with questions. Watch renewals closely.
- Account-by-account outreach
- One clear message
- Renewals tracked
Product
One roadmap, not two
Keep current releases on track, then agree how products fit together so customers see a clear direction.
- Releases protected
- Overlaps resolved
- Shared roadmap published
Systems and reporting
See the business clearly
Settle finance reporting, access and security first. Larger system moves follow once the business is stable.
- Reporting in place early
- Access and security handled
- System moves sequenced
Culture
Two teams, one way of working
Explain decisions openly, keep what works in each team and give people a clear route to raise concerns.
- Open communication
- Shared rituals
- Regular pulse checks
What good looks like
Planned integration or improvised integration.
The difference shows up in the first few weeks.
Improvised
Planned
Day 1 message
ImprovisedRumours fill the gap
PlannedClear, consistent news
Key people
ImprovisedUncertain, open to offers
PlannedRoles and terms confirmed
Customers
ImprovisedHear it second-hand
PlannedTold directly by their contact
Progress
ImprovisedHard to measure
PlannedTracked against the thesis
Readiness check
Are you ready for Day 1?
If any of these are open a week before close, they belong at the top of the plan.
| Question | Why it matters |
|---|---|
| Do you know which people the value depends on? | They are the first to be approached by others. |
| Is the Day 1 message agreed by both sides? | Mixed messages create doubt for staff and customers. |
| Does every workstream have an owner on each side? | Shared ownership keeps decisions moving. |
| Can you report combined performance within weeks? | Leaders need to see early whether the plan is working. |
Acquiry does not give legal, tax, employment or accounting advice. Your lawyers, accountants and HR advisers handle those parts. We help plan and coordinate the integration alongside them.
Confidential by default
Planned quietly, announced clearly.
Integration planning happens under NDA before close, with a small group on each side. Teams and customers hear the news once, clearly and at the right time.
Every Acquiry mandate runs under strict NDA.
Questions
What founders and boards ask us.
What is post-merger integration?
It is the work of bringing two businesses together after a deal: people, customers, products, systems and reporting. Done well, it protects the value the buyer paid for.
When should integration planning start?
Before signing. The Day 1 message, key people and workstream owners should be agreed before the deal is announced.
Why 100 days?
It is long enough to stabilise the business and make the main integration decisions, and short enough to keep focus. Larger system moves often continue after Day 100.
What matters most in a software integration?
Keeping key engineers and product people, protecting customer relationships and keeping product releases on track. Systems follow once those are secure.
Does Acquiry run the integration for us?
We help plan and coordinate it with your teams. Legal, employment, tax and accounting matters are handled by your own advisers.
Plan an integration
Tell us about the deal.
Share a few details and we will reply directly, usually the same working day. No company names are needed at this stage.
- Strict NDA before we see any document.
- A plan both sides can own.
- No upfront fee.