Newly Acquired Business
The first 90 days determine more than most buyers realize. We get into the books fast and build the roadmap forward.
You Just Acquired a Business. Now You Need to Know What You Bought.
The purchase price was based on the financials you saw in diligence. What the accounting and finance function looks like on the inside — the systems, the processes, the team, the open items, the risks — is a different question. And the answer has a significant impact on what it takes to run the business well and realize the value you bought.
New owners — private equity, strategic acquirers, and individual buyers — almost always discover that the accounting and finance function of an acquired business needs work. Sometimes that's expected. Often it's a surprise. Either way, the sooner you know what you're working with, the sooner you can build what you need.
We deploy quickly into recently acquired businesses. We assess what's there, find the low-hanging fruit that a new owner can capture immediately, and build the roadmap for what the accounting and finance function needs to become to support the business going forward.
Where We Focus
The First 90 Days After an Acquisition.
The fastest wins for a new owner are almost always in the accounting and finance function. We find them, quantify them, and execute on them — quickly.
Post-Acquisition Assessment
We run the Financial Discovery Assessment™ with a focus on what a new owner needs to know. What does the accounting function produce? How long does the close take? What's the quality of the data? What systems are in place and are they being used correctly? What risks exist that diligence may have missed? The Assessment tells you what you bought — completely and honestly.
Low-Hanging Fruit Identification
Most acquired businesses have accounting and finance inefficiencies that a new owner can address quickly — and that translate directly into improved cash flow or reduced cost. Billing gaps, AP inefficiencies, unnecessary expenses, missing controls, and underpriced services are the most common. We find them, dollarize the impact, and prioritize the ones that can be addressed immediately.
Finance Team Assessment
The accounting and finance team that came with the acquisition may or may not be the right team for what the new owner needs. We assess the team honestly — capability, capacity, and fit for the direction the business is heading. We're direct about what we find, and we help ownership make the right decisions about the team without creating unnecessary disruption.
Reporting for New Ownership
Private equity and institutional buyers have specific reporting requirements that start at close. New individual owners need to understand what's happening in the business financially — often for the first time. We build the reporting infrastructure that serves the new owner's needs from day one, whether that means a sophisticated investor package or a clear, readable monthly financial summary.
Systems & Process Integration
If the acquisition is being integrated into a larger platform, the accounting and finance function has to be aligned — systems, chart of accounts, close process, reporting cadence. If it's a standalone investment, the systems may need upgrading to meet new ownership's requirements. We assess what's in place and build the integration or upgrade roadmap that fits the situation.
Interim CFO Support
Acquisitions often leave a leadership gap in the accounting and finance function — the prior owner who served as the de facto CFO is gone, and the business needs senior financial leadership immediately. We deploy interim CFO and Controller resources quickly, providing the accounting and finance leadership the business needs while the new owner determines the right permanent team structure.
Move Quickly
The Post-Acquisition Assessment.
We deploy the Financial Discovery Assessment™ with a post-acquisition focus — finding what you bought, identifying the immediate wins, and building the roadmap for what the accounting and finance function needs to become. The sooner we start, the more value we can help you capture.
Deeper Reads for New Owners
The PE portfolio company playbook.
If you're a PE sponsor or operating partner, these are the specific mechanics we run inside portfolio companies.
The First 90 Days Post-Close
Chart of accounts alignment, close cadence, sponsor-format reporting stood up.
Finding Hidden Margin
Customer, product, and service-line contribution analysis. Usually the fastest EBITDA move.
Add-On Integration
When the portco starts acquiring, finance integration determines whether the roll-up is a real platform.
ERP Selection & Systems
Every hold period includes a systems project. The question is whether it gets done well.
Board-Ready Reporting Packages
Monthly MD&A, KPI dashboards, variance analysis. Sponsor-format, delivered on cadence.
The Full PE Practice
The overview: how we run finance inside portfolio companies from close through exit.
Work With Us
Post-acquisition finance is a 100-day problem. Our team drops in ready.
The finance function inherited on day one is rarely the one that fits the operating thesis. Chart of accounts alignment, close-cadence harmonization, intercompany accounting, systems assessment, and — often the hardest question — an unbiased read on the team that came with the business. Our vetted bench deploys interim finance leadership immediately and produces the integration plan the deal thesis needs.
Schedule a Discovery Call
We’ll reach out within one business day.