Merger Integration

The decision to merge marks the end of the beginning of the process. In order to realize the strategic benefits of the merger, it’s likely that much will need to change in the firms concerned, and merger integration requires significant management attention.

Typical of the issues that must be addressed are firm governance, organizational structure, operations (often involving the selection of best-of-both approaches or the development of new approaches), and performance assessment and compensation systems for partners and staff. In addition, the benefits of merger are rarely attained until the income-generation potential has been realized, and this frequently requires special attention to cross-selling and integration of practice groups.

In many instances, merger also requires practices and offices to review their strategy in light of the new opportunities that the combined firm provides. Fairfax assists firms in developing and executing the strategy that will enable its practices to benefit from their newly combined strength.

Fairfax Principals support clients through this process, assisting in the development of the integration plan, providing expert advice on particular aspects of the integration,  and often providing project management oversight  to ensure that the efforts and outputs of the various workstreams are coordinated and delivered.