Top Strategies for M&A Integration

I've led 17 M&A integrations. Here are the 5 critical lessons I've learned: 1. 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐚𝐭 𝐭𝐡𝐞 𝐓𝐨𝐩 𝐑𝐞𝐪𝐮𝐢𝐫𝐞𝐬 𝐚 𝐃𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐌𝐢𝐧𝐝𝐬𝐞𝐭 Traditional leadership development fails during integration. Why? Because uncertainty demands a different kind of leader. Through these integrations, I learned to identify leaders who: • Thrive in ambiguity • Adapt their style instantly • Read situations before they escalate • Drive change without losing people 2. 𝐋𝐢𝐬𝐭𝐞𝐧 𝐚𝐧𝐝 𝐋𝐞𝐚𝐫𝐧 𝐁𝐞𝐲𝐨𝐧𝐝 𝐭𝐡𝐞 𝐍𝐮𝐦𝐛𝐞𝐫𝐬 The true value isn't just in products and revenue. Some of the best discoveries can come from understanding what made the acquired company exceptional in their: • Human resource strategies • Cultural dynamics • Inclusion practices These are often the hidden gems that should reshape the acquiring company, not just the other way around. 3. 𝐈𝐧𝐭𝐞𝐠𝐫𝐚𝐭𝐞 𝐰𝐢𝐭𝐡 𝐇𝐞𝐚𝐫𝐭 𝐚𝐧𝐝 𝐌𝐢𝐧𝐝 Success isn't just about systems integration. It's about: • Seeing the faces behind the spreadsheets • Understanding transferable skills • Creating meaningful roles that honor expertise • Walking in their shoes through the transition 4. 𝐁𝐞 𝐚 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐏𝐚𝐫𝐭𝐧𝐞𝐫 𝐭𝐨 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 I've watched great managers crumble during integration. And seen unexpected leaders emerge from the chaos. Here’s what differentiates: • Challenge assumptions constructively with market intelligence • Balance short-term wins with long-term strategic goals • Support decision-making with clear risk/benefit analysis • Act as a bridge between acquired and acquiring leadership teams 5. 𝐋𝐢𝐦𝐢𝐭 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐃𝐢𝐬𝐫𝐮𝐩𝐭𝐢𝐨𝐧 While integration is complex, maintaining business momentum is critical. Focus on: • Preserving customer relationships • Maintaining operational excellence • Protecting revenue streams • Keeping top talent engaged Through these integrations, I've learned that success isn't written in manuals. It's carved out in moments of uncertainty. The best strategies emerge when we dare to look beyond traditional playbooks. And see the full picture: products, people, and possibilities. 👉 To my fellow Corporate Development and M&A experts: What crucial lessons would you add from your integration experiences? Share them below so we can keep learning from each other.

Here’s the truth: Deals win or die by what happens after close. M&A isn’t just about numbers. It’s about envisioning the end state. I’ve seen too many deals get done for the wrong reasons—chasing revenue, ego, or momentum—without ever asking: What do we want this to look like after the dust settles? That’s why Buyer-Led M&A flips the script. We lead with clarity, not chaos. 🔹 Start by mapping the end state. Not just the financials—think operating model, customer experience, and decision-making structure. What does “success” actually look like? 🔹 Then dig into culture. Forget the surface-level values page. You need to understand how decisions get made, how people work, and how priorities shift under pressure. That’s the real culture. 🔹 Now you can start building a joint go-to-market plan. This is your integration thesis. What does the customer experience look like as a combined company? 🔹 Integration planning should run parallel to diligence. Same team. Shared information. Continuous learning. That’s how you get to Day 1 readiness—and avoid repeating diligence after you’ve already bought the company. 🔹 Finally: reverse diligence. Let the target get to know you. This is a two-way street. The more transparency, the more alignment, the more likely you’ll retain the people who actually make the deal work. M&A isn’t a race to term sheets. It’s a race to value creation—and that starts by leading the process, not just following it. This is how I define the Buyer-Led M&A™ mindset. What am I missing? Let me know in the comments. #MergersAndAcquisitions #BuyerLedMA #DealRoom

We've all heard how bank mergers are transformative, but the real challenge lies in the integration of the two businesses, right? I discussed this thought with my Cornerstone Advisors partner, Quintin Sykes, in Scottsdale yesterday afternoon. FWIW, his team has led integration efforts in four of the top 20 bank M&A deals since 2023. Based on these experiences, he offered these three "early action items" for those who haven’t done a deal in a while: ⏰ Start Planning Early With the resurgence of significant acquisitions (e.g., Renasant Bank, UMB Bank, United Bank, SouthState Bank, Sunflower Bank, N.A., Burke & Herbert Bank), it's crucial to begin integration planning as soon as the deal is announced. To paraphrase my colleague from Carolina, early planning aligns key goals + sets the stage for a smoother transition. Thinking about your merger readiness well before due diligence starts? Even better. 📣 Focus on Culture & People Address cultural integration and employee concerns from the jump. This is a theme I heard for years while I was the #CEO of Bank Director and, most recently, on stage at #AOBA24. Change is difficult for many, so you can’t over-communicate, be it internally or externally. 🧗🏻Figure Out Your Tech Gaps What do you want the combined organization to be known for? Does your combined tech get you there? You may need to manage new complexities, especially in IT and operational systems… but if additional projects arise that are needed for integration, how much do you take on at once? _ _ _ 🗒️ Taking a page from my/our friend Chris Nichols at #SouthState, I shared the approach #Cornerstone takes when engaging in bank mergers in the accompanying images. Whether you're in an FI looking to grow through acquisition or supporting those engaging with potential sellers, I invite you to share your experiences (or questions) about #MergerReadiness in the comments. What strategies have worked for you? What challenges have you faced? Let's discuss 👇🏻

We aren't seeing a ton of M&A right now, but we are certainly seeing the results of poor integration planning. Far too few buyers come to the table with a clear post-acquisition integration plan, especially on the human resources side. This isn’t just a missed opportunity — it’s a strategic risk. Why integration planning matters: * Culture clashes can kill performance... especially in highly regulated, compliance-driven environments. * Disjointed SOPs and workforce policies lead to operational drag, especially across multi-state operators. * Without a people strategy, you risk losing top talent and morale. Buyers should be asking: * What’s the state of the HR tech stack (payroll, scheduling, onboarding)? Is it scalable? * Are there employee classification or labor risks — especially around hourly roles or contractors? * What’s the leadership bench strength? Who are the culture carriers worth retaining? * Are benefits and compensation aligned and competitive, or will harmonization cause churn? * Is there a clear plan to align org structure and compliance training across entities? M&A without integration is like planting without watering — you might own the asset, but it won’t grow. Let’s stop thinking of HR as a post-close detail. It’s your retention strategy, culture play, and risk buffer — all in one. I would love to hear from folks in cannabis M&A, HR, or ops: What’s working — and what still needs fixing — when it comes to integration? #CannabisIndustry #MergersAndAcquisitions #HRStrategy #OrganizationalIntegration #CannabisBusiness

Real Talk: What Leaders Wish They Knew Before Post-M&A Integration    During my tenure as a leader at GE, I learned a valuable lesson about the importance of initiating integration planning before a deal's closure.    Recently, I sat down with my friends John J. Lewis and Steve Senneff to discuss the critical topic of integration planning. We all agreed that the due diligence stage, which occurs before the deal is closed, is often underutilized.    While the excitement of acquiring a new company can be thrilling, due diligence involves more than just crunching numbers.    It's about identifying differences in strategy, culture, processes, and leadership styles. For example, it means looking beyond surface impressions—such as thinking someone "seems like a good person"—to uncover deeper cultural differences.    Recognizing these differences as potential risks and implementing plans to address them should be a crucial part of due diligence. Conversely, waiting until after the deal closes to face these differences or deciding, "This is too hard; let's wait a year," can lead to disaster.   Effective planning isn't a solo effort; while it's essential to appoint an integration leader, it's also vital to engage others in the planning process. Involving cross-functional teams before closing the deal fosters unity and provides diverse perspectives that can pinpoint potential challenges.    Additionally, bringing in a third-party consultant during this stage can help uncover blind spots that internal teams may miss. By offering an objective perspective, these consultants can help organizations confront cultural discrepancies directly, fostering a more inclusive environment.    Effective integration planning before the deal is done is essential and can prevent potential challenges later.   #PostMergerIntegration #MergersAndAcquisitions #LeadershipLessons #IntegrationPlanning #DueDiligence __ Hey, I'm Sangeeta! If this resonated, follow along as I share real stories and lessons on how companies unlock results.

🚀 Mastering Serial Acquisitions: The Playbook for ETA Success 🔥 Just listened to an incredibly insightful episode of the M&A Science podcast featuring Gwen Pope & Tracie Smith—packed with golden nuggets on making acquisitions seamless and scalable. 💡 Top Takeaways for ETA Operators & Searchers: ✅ Build a Repeatable M&A Engine – The best acquirers don’t “wing it.” They systematize due diligence, integration, and value creation to maximize every deal. ✅ Align Leadership from Day 1 – Disjointed exec teams = failed acquisitions. Getting CEO, CFO, and Ops fully aligned is non-negotiable. ✅ Use Decision Logs to Cut Uncertainty – M&A is full of tough calls. Logging decisions ensures clarity, accountability, and fewer missteps. 🔥 ETA Key Takeaways: 📌 Time is Your Most Limited Asset – Unlike corporate M&A teams, searchers don’t have unlimited bandwidth. Ruthless prioritization and clear “go/no-go” criteria are critical. 📌 Seller Trust = Competitive Edge – Many ETA deals rely on owner-operated businesses. A structured approach to relationship-building and transparency can differentiate you from PE buyers. 📌 The First 100 Days Make or Break the Deal – Integration is where deals succeed or fail. A clear roadmap for employee retention, financial controls, and customer stability is essential. 💬 Your Turn: If you’ve been part of an acquisition, what’s the #1 lesson you learned? Drop it below! ⬇️ #MergersAndAcquisitions #ETA #SearchFund #CorporateStrategy #DealFlow #M&APlaybook

Why Most M&A Transformations Miss The Mark: They Focus on Combination When They Should Focus on Reimagination: A powerful insight from McKinsey: Leaders rush to Day 1 readiness Missing the bigger opportunity: Using M&A as a catalyst for transformation. Here's what transformation-minded M&A looks like: 1. Strategic Reimagination — Think beyond integration When merging organizations: - Reimagine combined capabilities - Question traditional models - Envision bolder futures Because M&A enables what was impossible alone 2. Value Creation Focus — Look past immediate synergies When assessing opportunity: - Set ambitious targets - Plan multiple value waves - Think long-term impact Because true transformation takes time 3. Execution Excellence — Move beyond traditional PMO When driving change: - Empower transformation teams - Enable quick decisions - Create radical transparency Because execution determines success 4. Talent Revolution — Use M&A as talent accelerator When building capabilities: - Identify future leaders - Create stretch roles - Develop new skills Because transformation needs new talent Remember: M&A success isn't just about Day 1 It's about Year 1, 2, and beyond Think transformation, not just transaction. Leading an M&A? DM me "TRANSFORM" to explore transformational approaches.