Turn Your Acquisition into Advantage
SERVICE: POST M&A DEAL INTEGRATION
DRIVING VALUE & SYNERGIES AFTER ACQUISITIONS IN IRELAND AND THE UK
Taking Post-Purchase Potential and Making it Perform
We identify synergies, optimise efficiencies, and facilitate leadership transitions to maximise post-merger value. Whether it’s aligning financial systems, restructuring teams, or ensuring smooth technology integration, we help businesses turn M&A deals into growth opportunities.
Integration Planning
We develop comprehensive plans for merging operations across multiple jurisdictions.
Change Management
We support leadership teams in managing organisational shifts.
Performance Monitoring
We ensure adherence to Irish and UK financial regulations.
Cultural Alignment
We unify company cultures across different markets in Ireland and the UK.
Operational Optimisation
We streamline financial reporting, CRM systems, and governance structures.
CASE STUDY
From €3.5M to €30M EBITDA: Post-M&A Integration Success
Client Snapshot
A fast-growing healthcare technology company in Ireland seeking to grow via acquisition
Industry
Healthcare Technology
Revenue
€15m Revenue / 23% EBITDA Margin
Region
Ireland & UK
Ownership Structure:
Private Equity
Stage:
Scaling / Exiting
Scenario
The owner of the private equity firm needed to engage with a professional services firm to ensure that post-acquisition that the business operated appropriately.
The Challenge
The company had solid performance but faced challenges in:
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The private equity owner incurred a significant amount of debt on the business which resulted in financial stress and required a change to the operations of the business which involved offshoring some roles
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The company’s management team needed to be built out to include senior individuals from different group companies which had different cultures
Vico's Involvement
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Vico Advisory led a well-organised change management programme within the business that operated across all departments, and all levels
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There was natural attrition due to the acquisitions completed which was managed in conjunction with the company’s Head of HR
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Roles were successfully offshored to India and the Philippines across all of Software Development, Customer Services, Finance and Administration
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To manage the significant change, it was imperative that employees within the group remained engaged – to achieve this, we identified and engaged with certain employees who became change agents who championed the significant change at various levels within the group
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We worked with management to assess the organizational structure with a view to optimizing it for the business’ forecasted growth
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We worked with HR to chart out (a) gaps in talent acquisition for future growth and (b) pathways for current team members’ progression throughout the company – both from a training, education and role / experience perspective
The Results
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EBITDA grew by c.8.5x from €3.5m to €30m and the company was sold for c. $450m representing a healthy return on investment to owners
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The business was sold to another private equity firm
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Deal closed with full exit and no earn-out clause
Insights
Getting the right team on the bus, identifying who the A players are and moving them into the right seats is crucial towards the successful growth of a company. Equally important is moving the C players off the bus and developing the B players. Finally, the most important part of any post-M&A deal integration is to ensure that the bus is pointed in the right direction.
