Post-Transaction Services

MCG offers multiple post-transaction service offerings. These services range from project management to interim financial team support. Our post-transaction services help bring value and resolution to the most complex transactions across a wide variety of companies. We excel in ensuring projects are completed with careful thought, planning, and support.

Professional support during post-transaction allows your team to concentrate on doing the work needed to ensure the success of your business, and its new acquisition.

Catered for recent acquisitions, we have developed service offerings which focus on improving operational performance to drive EBITDA. They are designed to avoid the “business as usual mindset” by creating and implementing a robust plan shortly after an acquisition is made.

MCG strives to be a true partner to you, and as such, we believe in working closely and creatively with you throughout your engagement. You can find a breakdown of our consulting services below. Please contact us if you believe you have need of them. We are happy to consult with you to determine the best plan of action to fit your needs.

Post-Transaction Lifecycle


  • Post-transaction financial integration, including project management
  • Opening balance sheet preparation
  • Working capital analysis and true-up
  • Purchase price allocation valuation
  • Accounting system integration and implementation
  • Implementation of accounting processes and procedures


  • Financial accounting and reporting
  • Strategic planning and analysis
  • Performance and process improvement including operating efficiency identification
  • Interim and recurring accounting support including interim Chief Financial Officer/Controller services
  • Financial reporting improvement including key performance indicators and board reporting package
  • Analysis and recommendations of accounting personnel roles


Post-Transaction Framework

Basic Performance

High Performance

  • Manually intensive
  • Automation employed
  • Long close cycle – No time for value added analysis
  • Short close cycle – Time for value added analysis
  • Reliance upon spreadsheets
  • Limited use of spreadsheets
  • Data integrity questionable
  • Data integrity sound
  • Limited availability of pertinent detail
  • Integrated availability of drill down detail
  • Simple analytics
  • Sophisticated analytics

An integration engagement consists of five primary phases

Phase 1 – Confirm primary objectives and an integration framework

  • Understand the current state and design the future state
  • Integration objectives are defined in collaboration with owners and managers
  • Objectives are prioritized for Day 1 and beyond
  • Plan key

Phase 2 – Develop a customized integration plan

  • Develop a time-phased, milestone-centric integration plan
  • Identify your key players including cross-functional stakeholders
  • Plan for any cultural resistance

Phase 3 – Develop a detailed action plan with clear owners

  • Develop detailed GANTT charts against clearly defined strategic initiatives
  • Identify cross-functional risks and risk mitigating actions
  • Hold owners accountable for their timeline

Phase 4 – Track, execute, and communicate

  • Perform project management function
  • Establish cross-functional “project management office” (PMO) with clearly defined roles and responsibilities
  • Develop board reporting packages to communicate to leadership and directors

Phase 5 – Measure success

  • Create tracking tools, key performance indicators, and reports to monitor success and hold company leadership accountable for results
  • Get everyone speaking the same language with uniform reporting


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Montgomery Coscia Greilich LLP
Dallas | Fort Worth | Austin
2500 Dallas Parkway, Suite 300
Plano, TX 75093
(972) 748-0300