While most of the consulting focus in the marketplace has previously been on helping companies “do the deal,” (e.g., strategy, due diligence, investment banking), it has become apparent that most of the merger value is created (or destroyed) after the deal has closed. We have shown at several clients that we can help them achieve their post-merger cost, revenue, and capital goals more quickly than they could have without us, and that we can help them reduce the risk of failure.

We currently have the skills required to provide PMI services. Our information systems, process reengineering, and organizational change management competencies are all needed to help companies structure, manage, and execute PMI programs. The issues companies face during PMI programs include structuring massive communications programs, developing new organization structures, designing new processes, integrating information systems, and rationalizing physical assets.

Few consulting firms offer services in post-merger integration. The strategy firms all help their core clients with the “up front” work regarding the development of an overall growth strategy and the selection of acquisition targets. The investment banks get involved in advising companies on acquisition strategies, financing strategies, and negotiating tactics.

Companies seek combinations with each other for a number of reasons: increased capacity, competition for market share, need for economies of scale, processing efficiencies, new product offerings or alliances, business synergy, and to offset the increasing costs of new technology. Silver Lining has put together a portfolio of services to help companies seize enormous opportunities that can result from a successful merger and to face the challenges and risks inherent in aligning the people, processes and technologies of two diverse companies and cultures.