A post-merger integration (PMI) consulting engagement helps an organization move from completing a transaction to combining two businesses in a structured, deliberate way. The exact scope depends on the deal, the organizations involved, and the value the buyer is trying to achieve. A strong PMI consulting engagement addresses more than combining systems and processes. It considers leadership, organizational structure, culture, technology, customers, employees, operations, and the priorities that need to be managed to protect and create value after the transaction.

Stonehill supports organizations through the complex work that follows an acquisition. Our PMI approach is designed around the specific objectives of the transaction rather than a one-size-fits-all integration checklist. We can work alongside deal teams, executives, and functional leaders to establish priorities, coordinate workstreams, identify risks, and help the organization maintain momentum throughout the integration.

What Can Be Included

• Integration Strategy & Planning

• IMO Setup & Governance

• Workstream Management

• Organizational Design

• Technology Integration

• Process Alignment

• Change Management

• Synergy & Value Tracking

The engagement often begins with establishing the integration strategy and defining what success looks like. This can include determining which functions need to be integrated immediately, which should remain separate, where the most significant risks exist, and what priorities are critical during the first weeks and months following close. Stonehill helps leadership translate the deal thesis into an actionable integration plan with clear ownership, timelines, dependencies, and decision points.

A key component of many post-merger integration consulting engagements is the Integration Management Office, or IMO. The IMO provides the structure needed to coordinate multiple workstreams and keep integration activities moving in the same direction. Stonehill can help establish governance, reporting, meeting structures, issue escalation, milestone tracking, and cross-functional coordination so leadership has visibility into progress and emerging risks.

Integration also requires attention to the organization itself. Combining two companies can create uncertainty around roles, reporting relationships, decision rights, leadership responsibilities, and ways of working. Stonehill can support organizational design and change management efforts that help employees understand what is changing, why it matters, and how their roles may be affected. This is especially important when the transaction involves significant organizational or operating model changes.

Technology and processes are another major part of many integrations. Systems may need to be consolidated, processes standardized, or workflows redesigned to eliminate unnecessary duplication. Stonehill's capabilities in process improvement, technology, AI, and business transformation allow us to look at these areas as part of the broader integration rather than treating them as isolated technical workstreams.

Turning the Deal Thesis Into Execution

One of the most important parts of PMI is maintaining a connection between the original investment thesis and the work taking place after close. If the transaction was intended to create growth, improve efficiency, expand capabilities, or generate other strategic value, integration priorities should support those objectives.

Stonehill helps leadership maintain that connection throughout the integration. We can help identify the initiatives that matter most, establish accountability, monitor progress, and address issues that could prevent the organization from achieving its objectives. This gives leadership a clearer view of whether integration activities are actually contributing to the intended business outcomes.

A PMI consulting engagement can therefore range from focused advisory support to hands-on integration management. Stonehill works as an extension of the client's team, adapting its role to the needs of the transaction and the organization. Whether the need is integration planning, IMO leadership, workstream coordination, organizational alignment, process improvement, or change management, the focus remains on helping the combined organization move forward with clarity and control.