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M&A Integration Management Office (IMO) Program and Project Management​

M&A Integration Management Office (IMO) Program and Project Management​

An $8B global cybersecurity technology company engaged SolomonEdwards to support multiple acquisitions with senior-level integration leadership and CFO program execution. Our team coordinated cross-functional workstreams, supported Day 1 and post-Day 1 integration, and helped establish repeatable practices for future M&A activity.​

Challenge

An $8B global cybersecurity technology company was managing multiple acquisitions that required coordinated integration across finance, corporate development, tax, revenue operations, IT and operations. With several transactions moving through integration, the company needed experienced M&A leadership to maintain momentum, align stakeholders and manage dependencies across functions. The Office of the CFO also needed clear plans, roadmaps and executive-level visibility to help ensure each acquisition progressed from Day 1 priorities through longer-term operational integration.​

Solution

SolomonEdwards embedded senior-level M&A Project Managers within the client’s Integration Management Office (IMO) to support multiple acquisitions. Our team managed Day 1 and post-Day 1 activities, including operating model alignment, business process integration and cross-functional coordination. We developed project plans, executive dashboards, roadmaps and RAID tracking to give leadership greater visibility into progress, risks, issues and dependencies. Our work also extended to legal entity, organizational and operational integration, while capturing lessons learned and developing repeatable M&A playbooks to strengthen execution across future transactions.​

Outcome

Our support provided the client with a more structured and coordinated approach to executing multiple acquisitions across complex, interdependent workstreams. Senior-level program management helped connect integration activities with Office of the CFO priorities while giving executives greater visibility into progress and potential risks. By documenting lessons learned and translating them into repeatable M&A playbooks, we also helped the company build institutional knowledge and a more scalable foundation for managing future acquisitions.​

Industry

  • Technology
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