Case study
Post-acquisition integration
Two Victorian operators merged; BDN ran the integration office—structure, systems cutover, and benefits tracking.
100-day plan covered legal entities, payroll merge, and customer contract novation. Steering met fortnightly with explicit RAG status on each workstream.
Day-one priorities locked legal entity mapping, payroll continuity, and customer communication before synergy workstreams scaled. Parallel payroll runs completed two cycles before cutover.
Day 1–30
Entity mapping, customer comms, and payroll parallel runs initiated.
Day 31–60
Contract novation, IT cutover planning, and synergy owners assigned.
Day 61–100
Payroll merge, benefits tracking against P&L, and steering closeout.
Who owned the integration office?
BDN partner plus client PMO lead; we did not replace legal counsel.
How were synergies verified?
Finance sign-off monthly against P&L evidence—targets from the 100-day plan.
What was the biggest risk?
Payroll merge on day 100; tested in parallel runs for two cycles before cutover.
"Fortnightly steering with RAG status kept the board calm—synergies were only counted when finance could see them in the P&L."
Integration office
Fortnightly steering tracked payroll merge, IT cutover, and customer contract novation with RAG status and named owners per workstream.
Day-one priorities locked legal entity mapping, payroll continuity, and customer communication before synergy workstreams scaled.
Benefits tracking
Run-rate synergies were logged against the 100-day plan with finance sign-off each month—no synergy counted without P&L evidence.
Plan an integration
Share target close date and entity count.