You bought the EBITDA, but you inherited the chaos. In the private equity "buy-and-build" game, the investment thesis is simple: arbitrage. Buy four $10M companies at 6x, integrate them into a $40M platform, and sell at 12x. The math works on the spreadsheet. It rarely works in reality.
The problem is the "Federation" model. Instead of a single, unified platform, you end up with a holding company of four distinct entities, each clinging to its own CRM, its own ERP, and its own "unique" way of doing things. You aren't running a $40M company; you're running four $10M companies in a trench coat.
The cost of this fragmentation is quantifiable and brutal. Research from McKinsey indicates that 30–50% of anticipated M&A value is lost due to slow or ineffective integration. Every month your portfolio companies operate on separate systems is a month you are paying a "complexity tax" on visibility, cross-selling, and operational efficiency. You can't optimize CAC when you can't even agree on what a "customer" is across four Salesforce instances.
Worse, the hidden costs of IT integration are likely blowing a hole in your working capital. EY benchmarks suggest that integration costs in TMT sectors often exceed 5.5% of target revenue. If you haven't budgeted for this, your EBITDA bridge is already broken. The "Federation" is not a strategy; it is a waiting room for multiple compression.
To secure the exit multiple you promised your IC, you must transition from a Federation to a Platform immediately. This requires a shift in mindset from "gentle integration" to "operational engineering." You do not ask the acquired companies which systems they prefer. You define the Golden Master.
The Golden Master is a pre-validated, standardized operating stack (CRM, ERP, HRIS, DevOps) that every new acquisition must migrate to. It is non-negotiable. This approach shifts the conversation from "if" to "when."
Deloitte analysis reveals that fewer than 20% of organizations improve IT costs considerably post-merger because they lack this discipline. They allow the "Federation" to persist in the name of "culture." But let's be clear: a culture of inefficiency is not worth saving.
Speed is your only hedge against value destruction. You need a 100-day execution plan that prioritizes system consolidation above all else. This is not about IT; it is about financial governance.
Identify the "Golden Master" systems. If the platform company uses NetSuite and the add-on uses QuickBooks, the decision is made. Map the data fields. Freeze all new non-critical IT spend at the acquired entity. Establish the Post-Merger Technology Stack Consolidation roadmap.
Execute the data migration. This will be painful. Sales teams will complain about the new CRM. Engineering will push back on the new Jira workflows. Hold the line. Your job is to ensure that by Day 90, there is one source of truth for the pipeline and the P&L.
With systems unified, you can finally execute the "build" part of "buy-and-build." Implement cross-selling plays. Centralize G&A functions (finance, HR, legal) now that they share a platform. Measure the synergy capture. If you aren't seeing margin expansion by Month 6, you failed the integration.
Your exit depends on presenting a unified, scalable platform to the next buyer. They are buying the machine, not the parts. If they look under the hood and see duct tape connecting four different companies, they will discount your multiple—or walk away entirely.
