Post-Merger Integration Unifying Two Professional Services Firms in 6 Months
Two Canadian professional services firms merged to create a $45M combined entity — but competing cultures, duplicate systems, and unclear governance threatened to destroy the value the deal was meant to create. We led the integration from Day 1 to operational unity.
$3.2M synergies captured97% client retentionOn-schedule integrationZero partner attrition
What they came to us with.
Two mid-market Canadian professional services firms — one in management consulting ($28M revenue, 120 employees) and one in technology advisory ($17M revenue, 65 employees) — had completed a merger to compete for larger, cross-functional mandates. The strategic rationale was sound, but three months in the integration was stalling. Each firm still operated independently with its own CRM, billing, partner compensation model, and brand. Consultants weren't cross-referring work. Key client relationships were at risk as contacts received conflicting communications. Two senior partners had already resigned over governance and compensation ambiguity. The newly appointed Managing Partner recognized the merger would fail without dedicated integration leadership — someone who could operate above the political dynamics of both legacy firms and drive execution.
How the work actually ran.
- 01
Integration mandate
Stepped in as integration lead with authority from both founding partners and the board. Defined scope, timeline, governance, and decision rights within the first two weeks.
- 02
Stakeholder assessment
Conducted 1-on-1s with all 12 partners, focus groups with managers and consultants, and analysis of the financial and operational dependencies between the two entities.
- 03
Operating model design
Designed unified service lines, combined partner compensation framework, single brand identity, and a consolidated technology stack — with detailed migration timelines per workstream.
- 04
6-month execution plan
Built and managed an 8-workstream, 47-milestone plan with weekly steering committee reviews. Converted a vague mandate into disciplined execution with clear accountability.
- 05
Client + partner unification
Coordinated outreach to 85 key accounts, resolved the partner compensation dispute through facilitated negotiation, and embedded governance cadences as permanent operating rhythms.
Mergers in professional services fail when they stay as two firms sharing a letterhead. We needed someone who could force the hard conversations — compensation, governance, brand — and then execute the plan without getting pulled into the politics. That's exactly what happened.
Selected. Closed.
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Tell us what you’re facing. We operate from there.
Most first conversations happen on a call within the week. We respond personally within one business day.