Renzo DemartiniCase studies / Integration
A$100K a year in cost synergies from a regional acquisition.
As Head of Finance of an A$40M renewable-energy retailer, from due diligence to integration.
In short
- Financial due diligence and the post-merger integration, with growth into a new region.
- The integration delivered A$100K a year in cost synergies, plus expansion into Southern NSW.
01 The case · Head of Finance
Situation, what I did and the result.
- A$100KA year in cost synergies, plus expansion into Southern NSW
- SituationA regional business to acquire and bring into an A$40M renewable-energy retailer, in my role as Head of Finance.
- What I didI led the financial due diligence and the post-merger integration of the regional business.
- ResultThe integration delivered A$100K a year in cost synergies, plus expansion into Southern NSW.
02 For your business
What it means for your business.
Growth like the expansion into Southern NSW depends on keeping what made the acquired business work. Merge early where the business carries risk or duplicated cost: banking, payroll, delegations, insurance and the chart of accounts. Leave alone what customers value. And count synergies only once they show up in the ledger.
The full sequence is in The first 100 days of an integration and the post-acquisition finance checklist. How I lead or oversee one is on post-merger integration.
03 Questions
Common questions.
When does a cost synergy count?
When it shows up in the ledger. Until then it is a forecast. Book each cost item from the integration case into the plan with an owner and a date.
Can you get the same result on my deal?
Results from past deals aren’t a promise of what will happen in yours. Lead the change or Board and investor support can bring the same approach to your integration.
Keep reading
Related reading and more case studies.
- Integration
The first 100 days of an integration
An acquisition is one decision, but an integration is a hundred smaller ones, and most of them should be made before the deal completes.
Read → - Finance operations
How a month-end close went from 21 days to 5
A slow close is rarely one big problem; it is many small waits, and the fix is to remove them in the right order.
Read → - Case study · GrowthA$40M
Revenue from under A$10M to A$40M in four years
Pricing, brand, the sales funnel and capacity, with the finance function keeping up.
Read the case study → - Case study · Acquisitions5×
An acquisition that returned five times its price in EBIT
A vendor who tried to renegotiate at the last minute, and a deal that was saved, completed and integrated.
Read the case study → - Case study · Reporting and systemsA$300K
A loss-making division to A$300K profit in 12 months
A divisional P&L re-engineered so it showed where the loss came from.
Read the case study → - Case study · Control21→5
Month-end close from 21 days to 5, then from 10 to 5
Two closes rebuilt, and reporting the board used for capital allocation.
Read the case study →
What’s happening in your business?
Tell me in a few sentences. I reply personally within one business day.