Edwin Miller

Servicengine Secures $3.1 Million in Funding Servicengine Corporation, a Danbury, Conn.-based SaaS company specializing in relocation management software, has secured $3.1 million investment. #SaaS #Relocation #RelocationManagement #WorkforceMobility #Automation #Funding https://lnkd.in/g67kH6A6

6 Strategies for Post-Merger Integration Synergies https://lnkd.in/gENkBHF A significant number of Mergers remain unsuccessful, because companies do not employ a thorough and disciplined approach to realizing Post-Merger Integration Synergies.  In reasons for failure, we hear remarks like: Targets were set several months earlier by the top management without consulting the line managers, or taking ground realities into consideration. Assumption base for setting targets was untested. Targets were met but the timeframe for achieving them made them ineffective—in terms of diminished returns, shareholder disappointment, or depressed share value. Desired Synergies were achieved but at a very high cost or fairly weakened morale. A disciplined and rational approach to pursuing Merger Synergies is key to successful Post-Merger Integration (PMI).  Companies that authenticate and set pragmatic yet ambitious Post-Merger Integration Synergy targets do the following to exceed targets and achieve substantial share price premium and a significant Competitive Advantage : Advise Integration Leaders on how to aim high. Give managers—responsible for achieving targets—a say in target-setting process. Create detailed plans with built-in accountabilities. Pursue their targets aggressively. Successful PMI Synergies—be it in Cost Optimization , Strategic Sourcing , Greater Revenues or any other Cost or Revenue realm—have the common characteristic of leaders pursuing synergies with speed, rigor, discipline, and pragmatism with lots of analysis, planning, preparation, and fine-tuning before the close. Success can be ensured time and again if the 6 Strategies for Post-Merger Integration Synergies are followed to the letter: Link Due Diligence (DD) and Post-Merger Integration (PMI) Leverage Clean Teams Establish Stretch Targets Rapidly Iterate to Targets Pursue Both Revenue and Cost Synergies Institute Performance Management Implementation of the 6 Synergy Strategies involves adopting High-Engagement and Rapid Iteration approach which yields effective Stretch Target Validation and High Level of Line Accountability. Let us delve a little deeper into 2 of these PMI Synergy Strategies. Link Due Diligence (DD) and Post-Merger Integration (PMI) Linking DD to PMI ensures realistic estimates on part of the DD team thus avoiding formulation of broad-brushed and imprecise Synergies.  Linking also guarantees greater amount of ownership and accountability at the same time enabling more compelling Stretch Targets.  Linking of DD to PMI is necessary because: Under pressure to complete the M&A, Due Diligence teams frame assumptions with little knowledge of the levers influencing Synergies or the challenges involved in achieving them. Due Diligence teams typically project more value in Cost Reduction and enhanced Revenues based..

6 Strategies for Post-Merger Integration Synergies https://lnkd.in/gENkBHF A significant number of Mergers remain unsuccessful, because companies do not employ a thorough and disciplined approach to realizing Post-Merger Integration Synergies.  In reasons for failure, we hear remarks like: Targets were set several months earlier by the top management without consulting the line managers, or taking ground realities into consideration. Assumption base for setting targets was untested. Targets were met but the timeframe for achieving them made them ineffective—in terms of diminished returns, shareholder disappointment, or depressed share value. Desired Synergies were achieved but at a very high cost or fairly weakened morale. A disciplined and rational approach to pursuing Merger Synergies is key to successful Post-Merger Integration (PMI).  Companies that authenticate and set pragmatic yet ambitious Post-Merger Integration Synergy targets do the following to exceed targets and achieve substantial share price premium and a significant Competitive Advantage : Advise Integration Leaders on how to aim high. Give managers—responsible for achieving targets—a say in target-setting process. Create detailed plans with built-in accountabilities. Pursue their targets aggressively. Successful PMI Synergies—be it in Cost Optimization , Strategic Sourcing , Greater Revenues or any other Cost or Revenue realm—have the common characteristic of leaders pursuing synergies with speed, rigor, discipline, and pragmatism with lots of analysis, planning, preparation, and fine-tuning before the close. Success can be ensured time and again if the 6 Strategies for Post-Merger Integration Synergies are followed to the letter: Link Due Diligence (DD) and Post-Merger Integration (PMI) Leverage Clean Teams Establish Stretch Targets Rapidly Iterate to Targets Pursue Both Revenue and Cost Synergies Institute Performance Management Implementation of the 6 Synergy Strategies involves adopting High-Engagement and Rapid Iteration approach which yields effective Stretch Target Validation and High Level of Line Accountability. Let us delve a little deeper into 2 of these PMI Synergy Strategies. Link Due Diligence (DD) and Post-Merger Integration (PMI) Linking DD to PMI ensures realistic estimates on part of the DD team thus avoiding formulation of broad-brushed and imprecise Synergies.  Linking also guarantees greater amount of ownership and accountability at the same time enabling more compelling Stretch Targets.  Linking of DD to PMI is necessary because: Under pressure to complete the M&A, Due Diligence teams frame assumptions with little knowledge of the levers influencing Synergies or the challenges involved in achieving them. Due Diligence teams typically project more value in Cost Reduction and enhanced Revenues based..

6 Strategies for Post-Merger Integration Synergies https://lnkd.in/gENkBHF A significant number of Mergers remain unsuccessful, because companies do not employ a thorough and disciplined approach to realizing Post-Merger Integration Synergies.  In reasons for failure, we hear remarks like: Targets were set several months earlier by the top management without consulting the line managers, or taking ground realities into consideration. Assumption base for setting targets was untested. Targets were met but the timeframe for achieving them made them ineffective—in terms of diminished returns, shareholder disappointment, or depressed share value. Desired Synergies were achieved but at a very high cost or fairly weakened morale. A disciplined and rational approach to pursuing Merger Synergies is key to successful Post-Merger Integration (PMI).  Companies that authenticate and set pragmatic yet ambitious Post-Merger Integration Synergy targets do the following to exceed targets and achieve substantial share price premium and a significant Competitive Advantage : Advise Integration Leaders on how to aim high. Give managers—responsible for achieving targets—a say in target-setting process. Create detailed plans with built-in accountabilities. Pursue their targets aggressively. Successful PMI Synergies—be it in Cost Optimization , Strategic Sourcing , Greater Revenues or any other Cost or Revenue realm—have the common characteristic of leaders pursuing synergies with speed, rigor, discipline, and pragmatism with lots of analysis, planning, preparation, and fine-tuning before the close. Success can be ensured time and again if the 6 Strategies for Post-Merger Integration Synergies are followed to the letter: Link Due Diligence (DD) and Post-Merger Integration (PMI) Leverage Clean Teams Establish Stretch Targets Rapidly Iterate to Targets Pursue Both Revenue and Cost Synergies Institute Performance Management Implementation of the 6 Synergy Strategies involves adopting High-Engagement and Rapid Iteration approach which yields effective Stretch Target Validation and High Level of Line Accountability. Let us delve a little deeper into 2 of these PMI Synergy Strategies. Link Due Diligence (DD) and Post-Merger Integration (PMI) Linking DD to PMI ensures realistic estimates on part of the DD team thus avoiding formulation of broad-brushed and imprecise Synergies.  Linking also guarantees greater amount of ownership and accountability at the same time enabling more compelling Stretch Targets.  Linking of DD to PMI is necessary because: Under pressure to complete the M&A, Due Diligence teams frame assumptions with little knowledge of the levers influencing Synergies or the challenges involved in achieving them. Due Diligence teams typically project more value in Cost Reduction and enhanced Revenues based..

The latest update for #Vanta includes "Expanding the Vanta #API to connect auditor tools" and "New in Vanta