Once a merger has been closed you need to get your business in order. Don’t let too much time go by before you look at how the combined companies are operating. Even if you

The role of the CFO in M&A has expanded significantly. In the past CFOs played a more passive role -obtaining financing, keeping score and reporting to stakeholders. Today CFOs are key members of the C-suite

In a perfect world, the time available before an acquisition is closed is sufficient to fully assess the business processes, personnel, information systems and myriad of issues which need to be considered to develop a

An acquisition can pose a significant challenge to a month-end close schedule. After an acquisition is closed, there is usually a lot of pressure to see what the results look like. Management, investors, creditors and

Companies that have acquired a number of businesses can end up with multiple disparate business systems and databases. This situation can be quite a challenge for managers, with corporate-wide responsibilities, to get their arms around.

Accounts receivable are a major consideration in many mergers. The issues that need to be considered go far beyond the valuation of accounts receivable, amounts past due, and estimates of collectability. During the due diligence

The most difficult part of mergers and acquisitions (“M&A”) begins after the documents have been signed. The success of M&A depends on how quickly and effectively business systems, employees, company cultures and key business processes