100-day planning, synergy capture, operating-model integration and accountable execution for acquisitions in the UAE and across the GCC.
Overview
Post-merger integration (PMI) is the planning and execution used to bring two organisations together after a deal closes and to track the intended synergies. Matchpoint supports Day 1 readiness, the 100-day plan, integration governance, operating-model decisions and accountable delivery tracking.
As part of our Mergers & Acquisitions Advisory Services in the UAE practice, Matchpoint Partners has originated and led $2+ billion of transactions across four continents, and every mergers & acquisitions advisory services in the uae mandate is led by a partner, from first call to close.
A 100-day integration plan sequences quick wins, synergy capture and operating-model alignment.Synergy capture requires a verified baseline, named ownership and integration governance.
Protect value from signing through the first 100 days
Decision
Set the target operating model, integration perimeter, leadership, decision rights and Day One requirements before completion wherever confidentiality and regulation allow.
Evidence
The integration office should track customer continuity, employee retention, culture, systems, finance, controls, contracts, synergy baselines, one-time costs and dependencies between workstreams.
Execution
Establish governance and escalation routes, separate Day One from longer-term transformation and give each synergy and risk an owner, baseline, target date and quantified value impact.
How Matchpoint helps
What services do PMI consultants offer after a merger or acquisition?
What services do PMI consultants offer for mergers and acquisitions?
Post-merger integration consultants convert the acquisition thesis into an executable integration programme. Their work can cover integration governance, Day 1 readiness, the 100-day plan, synergy control, operating-model and organisation decisions, people and change, technology and data, commercial continuity, finance and control, and the handover into business ownership.
The agreed scope should identify the integration perimeter, named decision-makers, workstream owners, deliverables, dependencies, timetable and specialist-adviser interfaces. The acquiring company retains its transaction, organisation and operating decisions.
PMI service
Questions answered
Working deliverables
Integration thesis and perimeter
What must combine, remain separate or change for the deal case to hold?
Integration thesis, perimeter map, assumptions register and value-at-risk items.
Governance and integration management office
Who decides, who delivers and how are cross-workstream issues resolved?
What must work on the first day of combined ownership?
Day 1 checklist covering people, customers, suppliers, cash, access, controls, communications and continuity.
100-day plan
Which actions create early control and preserve momentum?
Sequenced plan with milestones, dependencies, owners, resources and decision gates.
Synergy and cost-to-achieve control
Which benefits are incremental, measurable and owned?
Baseline, initiative sheets, timing, cost to achieve, recurring value and tracking dashboard.
Operating model and organisation
Which capabilities, roles, processes and decision rights belong in the target model?
Target operating model, organisation design, role map and transition plan.
People, culture and change
Which leaders and capabilities are critical, and where can uncertainty disrupt delivery?
Talent and retention priorities, change-impact map, communications and adoption measures.
Technology, data and controls
Which systems integrate, migrate or remain separate, and how are access and reporting controlled?
Application and data map, migration decisions, access controls, cutover plan and testing evidence.
Customer, supplier and commercial continuity
Which relationships, contracts and service levels require active protection?
Stakeholder plan, ownership, communication sequence, service-risk log and revenue-protection actions.
Resourcing decision
Should we hire a PMI consultant after an acquisition?
The decision depends on integration complexity, internal capacity, committed synergies, timing and the need for independent programme control.
Situation
Internal leadership may be sufficient
External PMI support may be useful
Management capacity
A named integration leader and staffed workstream owners are available.
Senior teams are carrying business-as-usual, closing and integration responsibilities at the same time.
Complexity
Limited overlap and few interdependent decisions.
Several entities, countries, systems, functions or customer propositions must change together.
Synergy commitments
No material quantified synergy case or external commitment.
The board, lenders or investors expect a controlled value-capture programme.
Timing
The combination can progress through normal management cycles.
Day 1, regulatory, customer or technology deadlines create a compressed critical path.
Independence
The executive team can challenge baselines and resolve trade-offs directly.
An independent integration office would improve issue visibility, evidence discipline and escalation.
A practical mandate can range from a short pre-close readiness review to a staffed integration management office. The statement of work should state the workstreams, delivery period, client resources, exclusions and decision authority.
Integration timetable
What happens before close, on Day 1 and through the first 100 days?
Stage
Management objective
PMI outputs
Signing to close
Translate the deal thesis into executable decisions while respecting confidentiality and applicable restrictions.
Integration thesis, clean-team or information protocols where required, governance design, Day 1 plan and initial synergy baseline.
Day 1
Maintain control, continuity and clear leadership.
Authority and access confirmation, employee and stakeholder communications, cash and control checks, issue command centre.
Days 2 to 30
Validate assumptions and stabilise the combined organisation.
Confirmed baselines, workstream plans, talent actions, customer and supplier priorities, risk and dependency register.
Days 31 to 100
Deliver priority integrations and evidence value capture.
Operating-model decisions, initiative delivery, systems milestones, synergy reporting and unresolved-decision escalation.
After day 100
Move from integration governance to accountable business ownership.
Build jurisdiction-specific decisions into the workplan
For a UAE or cross-border combination, the integration plan should map the legal entities, ownership and delegated authorities; employees and work-authorisation dependencies; licences, permits and sector requirements; customer and supplier contracts; finance, tax and reporting; systems, data and access; and any transaction approvals or conditions. Qualified legal, tax, accounting, employment, data and regulatory advisers should confirm matters within their respective scopes.
Perimeter
Reconcile the entities, assets, contracts, employees, systems and cash flows included in the transaction.
Authority
Record who can approve, sign, communicate, spend and change access at each stage.
Value can be impaired when governance, synergy baselines, decision rights, workstream ownership, customer continuity, talent and systems dependencies are not managed as one programme.
Planning can start before completion where permitted and within controlled information boundaries, so governance and Day 1 requirements are ready when ownership changes.
Post-merger integration advisers translate the deal thesis into governance, a 100-day plan, synergy baselines, operating-model decisions, systems and process integration, organisation and retention actions, risk controls and accountable delivery reporting.
Planning can start before completion where permitted and within controlled information boundaries, so governance and Day 1 requirements are ready when ownership changes.
Mergers and acquisitions advisory is professional guidance and transaction execution for a company sale, acquisition, merger, divestment or strategic combination. The work can cover transaction strategy, valuation, buyer or target identification, materials, outreach, diligence, structure, negotiation, financing coordination and completion.
Mergers and acquisitions services can include sell-side advisory, buy-side advisory, company valuation, transaction strategy, target or buyer search, financial analysis, process materials, due-diligence coordination, bid comparison, term negotiation, acquisition financing coordination and post-merger-integration planning.
M&A advisory services connect the commercial objective to an executable transaction process. The adviser defines the route, prepares the evidence and valuation case, manages counterparties and information flow, coordinates diligence and specialist workstreams, compares terms, supports negotiation and maintains the path to signing and completion.
M&A transaction advisory is the analysis and execution support required to move an acquisition, sale or merger from initial decision to completion. It combines financial analysis, valuation, process management, counterparty coordination, diligence tracking, terms and decision materials.
A merger and acquisition consultant helps the client define the transaction objective, evaluate options, prepare the business or acquisition case, identify counterparties, manage the process and convert evidence into decisions on value, structure, terms, risks and timing.
A company should consider appointing an M&A adviser before approaching buyers or targets, sharing sensitive information, accepting exclusivity or anchoring a valuation. Early preparation provides time to reconcile financial information, test transaction routes, define approval criteria and control disclosure.
In the UAE, merger and acquisition consultants can support local and cross-border sales, acquisitions and combinations by defining the transaction perimeter, preparing the valuation and evidence base, mapping UAE, GCC and international counterparties, managing diligence and coordinating the commercial path to completion. Legal, tax, accounting and other specialist conclusions remain with qualified advisers.
The process begins with objectives, scope, readiness and decision criteria. It then moves through valuation, process design, buyer or target mapping, controlled outreach, information exchange, bids or offers, diligence, terms, approvals, signing and completion. The sequence varies with the transaction and evidence available.
Sell-side M&A advisory represents an owner or company seeking a buyer and manages positioning, marketing, bids and closing. Buy-side M&A advisory represents an acquirer and manages acquisition criteria, target search, approach, valuation, diligence, terms and completion.
The starting set normally includes the transaction objective, ownership and entity structure, historical financial statements, current management accounts, operating KPIs, forecast assumptions, debt and cash, material contracts, management responsibilities, known issues and the client's decision timetable. The exact list depends on the mandate.
M&A advisory fees depend on the scope, transaction size, complexity, readiness, geography and expected execution work. A proposed fee structure should be documented in an engagement letter and becomes effective only when the parties approve and sign it.
Matchpoint can support UAE clients on cross-border buyer and target mapping, valuation, transaction materials, outreach, diligence coordination, terms, financing interfaces and process control, subject to mandate fit, available evidence and an agreed engagement scope.
Engagements ordinarily combine a retainer with a success fee. Terms are agreed in writing before work begins and calibrated to the mandate’s size, scope and complexity.
Most sell-side and buy-side M&A processes run 4–9 months from mandate to completion, depending on diligence, regulatory approvals and negotiation.
A short, confidential scoping call and NDA; we structure the requirement and prepare materials, then run a competitive process across our 5,000+ investor and lender relationships, and negotiate to close — with a partner leading at every step.
Matchpoint Partners is based in the UAE and runs cross-border mandates across the UAE, KSA, India and the UK, with active deal activity in wider Europe, Singapore and the United States.
Matchpoint undertakes corporate finance, financing, M&A and fund-placement mandates from USD 5m upwards, subject to mandate fit, diligence, applicable regulation, capacity and a written engagement. The partner team has originated and led $2+ billion of transactions.
Use the enquiry form, email contact@matchpoint-partners.com, or call/WhatsApp +971 52 345 1119. Every mandate is led by a partner from the very first conversation.
Yes. Confidential information is handled under the engagement terms and any applicable non-disclosure agreement.
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