Cross-Border Acquisition Integration

Mandate Overview

A mid-cap industrial group was executing a cross-border acquisition spanning four jurisdictions. The Group CFO and General Counsel had identified gaps in the existing diligence governance that were creating material exposure. The board required decision-grade assurance before close. We were retained to redesign the integration control framework, govern execution through to day one, and eliminate identified risk before completion.

What Was at Risk

Material unmitigated tax, regulatory, and operational exposure across four legal entities. Completion was 14 weeks away. The board had already approved the deal thesis but lacked confidence in the integration readiness of the target. If the risks materialised post-close, the acquirer faced regulatory action in two jurisdictions and a potential earnout dispute with the vendor.

The Challenge

The Group CFO and integration lead faced critical risks across the deal:

• Regulatory and tax structuring complexity across four jurisdictions
• Inadequate diligence governance creating blind spots in risk assessment
• Day-one integration sequencing gaps threatening operational continuity

Our Solution

We redesigned the diligence governance model, established cross-jurisdictional risk controls, and built a day-one integration office with sequenced workstreams. Partner-led execution ensured decision-grade reporting to the board throughout the process, with clear escalation paths and milestone accountability at each stage.

Results