Cutting Global M&A Integration Costs Through IT

Cutting Global M&A Integration Costs Through IT

When 2015 made history as the biggest M&A year on record, with global volume surpassing $5 trillion according to Dealogic, industry watchers began to make bold predictions about 2016 being just as strong, if not stronger. Bigger deals, a slowing IPO tech market, and the ripple effects of a market correction are expected to fuel this year’s M&A activity. But is this really a good thing when roughly half of all M&A deals fail to create shareholder value, according to findings from Boston Consulting Group. While there are lots of factors that contribute to the success or failure of an M&A deal, post acquisition integration is one of the most critical. Specifically, the integration of financial systems and business processes. Done right, this is one area where a company can save significant M&A costs. Having been involved in several M&A transactions throughout my career, I learned three valuable lessons about successful post M&A integration. First, don’t wait for the deal to close to get your infrastructure in place. Second, the right infrastructure will make your behind-the-scenes transition invisible to customers. Third, finance and IT need to be in lockstep throughout the entire process to accelerate the integration. Let’s delve into each of these points. Don’t Wait for the Deal to Close Oftentimes, an acquisition highlights the organization’s need for a more flexible financial reporting system overall. The deal puts a deadline on it. Yet hasty moves to quickly integrate financial and organizational data and business processes from both companies can cost more time and money in the long run than if the right infrastructure was already in place. For this...
CFO’s Corner: Bill Price of MineralTree

CFO’s Corner: Bill Price of MineralTree

This week, we sat down with Bill Price, CFO of MineralTree, a leading AP software provider. Bill is a versatile, sales-centric operating executive with extensive experience in finance, HR, sales ops, legal, M&A, and IT. He also has industry experience in software, healthcare, pharmaceutical, manufacturing, distribution, and services with companies ranging from start-ups to Fortune 500. Bill describes himself as a roll-up-your-sleeves operational leader, who achieves big results with small teams by simplifying, standardizing, automating and integrating when practical. We asked him a few questions about his current role at MineralTree, his thoughts on IPO and blockchain, and advice for new CFO’s.   Q: You started out your career on the accounting firm side of things and then moved to the company side. Why did you make that move? A: While I loved being a CPA and servicing my clients, I felt a growing desire to jump the fence and be on the operating side helping to drive growth and success for a technology company.   Q: What interested you about MineralTree? Why did you join the team? A: 3 things: 1. We are solving a real problem for our customers with measurable results; 2. We have the right business model (SAAS) and strategy (multi-channel) and 3. Since we sell to CFOs, I can not only be the CFO, I can help sales, marketing, and product development, since I use the product internally and know what customers might like to see in our products and services.   Q: Why isn’t adoption of AP/AR automation software higher? In your experience, are there significant hurdles that companies have to overcome in order to...
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