TES · TRANSACTION EXECUTION
Post-close execution that turns the deal model into operating reality
Synergies slip when integration is run as a status meeting. We run integration as an operating office with accountable milestones, technical sequencing, and customer/staff retention metrics.
BEST FIT
Who this service is for, and when to use it.
The mandate follows the constraint, not the menu. This service line solves a specific operating problem; the trigger below tells you when it is the right opening move.
- AUDIENCE
- PE operating partners, portfolio company CEOs, CFOs, CTOs, and integration sponsors
- TRIGGER
- Use this from signing through the first 180 days post-close, especially when systems, teams, customer data, or delivery models need consolidation.
- SERVICE CODE
- TES
ENGAGEMENT TIMELINE
Transaction Execution Services primarily lives in implementation.
Each service line lives inside the four-phase operating journey. This phase is where this engagement spends most of its operating cadence.
PHASE 03
Implementation
Days 22–90
Post-close execution is implementation. Integration, carve-outs, and system consolidation against named retention and synergy targets.
- Day-1 integration playbook with retained-value cadence
- Customer, staff, system, and synergy progress measured weekly
- Carve-out sequencing that protects revenue continuity
OPERATOR RESULTS
Integration is measured by retained value, not completed tasks
We run integration around customer continuity, staff retention, system retirement, and synergy progress. That is how complex divestitures held 95% customer retention and 100% staff retention 9 months post-close.
ENGAGEMENT OUTCOMES
What the work produces.
Outcomes are what the engagement leaves behind for the executive team to operate with. They are not intermediate deliverables; they are operating moves.
- OUTCOME 01
- Integration Management Office
- OUTCOME 02
- Day 1 and Day 100 plans
- OUTCOME 03
- System retirement and synergy tracking dashboard
We run integration around customer continuity, staff retention, system retirement, and synergy progress. That is how complex divestitures held 95% customer retention and 100% staff retention 9 months post-close.
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DECISION GUIDES
When this service is the right move.
- Carve-Out vs. Full Acquisition: Technology Integration Decision Guide A decision guide for choosing carve-out, full acquisition, or phased TSA structure when technology systems, teams, and customer operations must separate cleanly.
- Integration Management Office vs. Project Management Office: M&A Execution Decision Guide A decision guide for choosing an Integration Management Office, Project Management Office, or hybrid governance model when post-close technology execution must protect synergy, retention, and EBITDA.
- Interim CTO vs. Technical Advisor: Technology Leadership Decision Guide A decision guide for choosing interim CTO, technical advisor, or embedded technical operator support when technology execution, architecture, or engineering leadership is under pressure.
- Technical Diligence vs. Financial Diligence: Technology M&A Decision Guide A decision guide for choosing technical diligence, financial diligence, or integrated diligence when technology company value depends on both the numbers and the operating system.
OPERATOR RESOURCES
Checklists and scorecards for this service line.
COMMON QUESTIONS
Operator-grade answers.
The questions that come up before the first call. Relevant outcomes are listed on the results page.
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How do you prevent integration fatigue?
We tie synergy recognition to specific operational triggers: retired systems, unified data, consolidated workflows, retained customers, and stabilized teams. The cadence stays metric-led, not meeting-led.
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Do you handle carve-outs?
Yes. We support carve-out operating models, TSA exit planning, system separation, leadership alignment, and employee/customer retention during transition.
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