Context
A global telecom analytics provider, backed by a leading private equity group, was pursuing aggressive inorganic growth through strategic acquisitions in security and revenue assurance. Effective integration and rapid synergy capture were critical to justifying the combined valuations and delivering returns to investors.
The challenge
The initial synergy target was $15.1M — but as additional acquisitions closed, the scope expanded significantly. The client needed a structured integration management framework that could scale, adapt, and deliver growing synergy targets under intense PE scrutiny.
What we did
We established and led a dedicated integration team, reporting directly to the Chief Integration Officer. We built a detailed synergy-tracking model covering every material cost line and revenue opportunity, enabling real-time planning, monitoring, and executive reporting.
On the operational side, we led the strategic restructuring of 600+ roles — transitioning positions from professional services to product engineering and delivery functions, with individual-level skill mapping to ensure alignment. We conducted comprehensive reviews of administrative, finance, HR, and facility expenditures to identify further optimisation opportunities.
We ran bi-weekly steering committees with the CEO, board members, and PE stakeholders, maintaining alignment through significant organisational change including senior-level exits and substantial team realignments.
Results
- Delivered synergy savings exceeding $43M, nearly tripling the initial $15.1M target
- Successfully restructured 600+ roles across geographies, moving from high-cost to cost-efficient locations and from services to product-focused positions
- Maintained execution continuity through significant organisational upheaval, keeping integration on track despite leadership changes and team realignments
Related service areas: M&A