Post-Acquisition Integration
Elevate Operations to meet the Parent Company’s Standards
Strength
The most challenging aspect of post-acquisition integration is gaining the cooperation of local team members.
We have extensive experience collaborating with team members from diverse backgrounds around the world. We strive to understand the circumstances of the local operations prior to the acquisition, to build trust and improve management standards.
Post-Acquisition Integration
Bringing Financial and Accounting Operations to meet the Parent Company’s Standards
Strength
The most challenging aspect of post-acquisition integration is gaining the cooperation of local team members.
We have extensive experience collaborating with team members from diverse backgrounds around the world, including those from North America. We strive to understand the history and circumstances of the local operations prior to the acquisition, build relationships of trust, then work to improve management standards.
Services
Accelerating Monthly Closing Processes
We develop a financial closing process that meets the parent company’s reporting deadlines. We will identify bottlenecks in the financial closing process, improve closing procedures and reallocate responsibilities.Reporting to Parent Company
We will design a reporting structure for the various types of information—such as monthly reports and consolidated financial statements—that are essential for the parent company’s management control.Improvements to Internal Controls
We focus on areas where approval procedures and double-checking are lacking, as well as accounting processes prone to errors, and develop a practical management system.Coordination with Stakeholders
By identifying and clarifying issues, we bridge the gap in the understanding among stakeholders to ensure that financial closing, audit, and reporting processes proceed smoothly.
Testimonials
Junjiro Imoto | President | Pine Valley Packaging Group Inc.
After successfully completing an M&A deal with a Canadian company, we began working on post-merger integration (PMI). Then we found that our financial and accounting practices fell far short of the standards required by our Japanese parent company. In particular, no one within the organization had experience handling cross-border (Canada and Mexico) IFRS-based consolidated financial reporting. We got overwhelmed. It was when we were introduced to Akira...
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