High-level targeting, detailed planning and robust tracking to drive synergies.
At A&M, we focus on three key enablers to identifying and achieving synergies - all on an after-tax basis.
High-level Targeting. Pre-deal, we support rapid top-down synergy analysis that determines the range of targeted savings and integration costs for each business and functional area.
Detailed Planning. Next, our seasoned teams validate specific value drivers and baselines via detailed, bottoms-up synergy planning. This exercise quantifies and helps prioritize synergy initiatives and informs integration plans.
Robust Tracking. Identifying value does not equal capturing value. That’s why we’ve perfected our tools and approach to create a clear and repeatable process to track synergies. And to ensure value capture doesn’t end when the consultants leave, we embed synergy tracking into the business processes that drive accountability.
Learn more about our full suite of Corporate M&A Services.
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RELATED INSIGHTS
Amid a post-recovery economy characterized by slow growth, easy access to capital and significant corporate and private equity cash reserves, management teams and boards increasingly rely upon M&A strategy as a critical lever to boost bottom line performance, achieve growth goals and produce value for stakeholders.
To evaluate the overall strength of your organization’s M&A capabilities, it is necessary to define the current strengths and weaknesses within your existing Origination to Optimization process.
In today’s investing environment, activists are increasingly targeting some laggard stocks and making public calls for companies to sell off the poorly performing and non-core parts of their business.
Developing a Transition Service Agreement (TSA) is a core aspect of merger integration when the acquired entity is part of a larger organization. However, this agreement is not always given appropriate attention. Worse, it can be viewed as an additional negotiation to be “won” or “lost.”
You’ve seen the research. And you’ve read the headlines. You already know, statistically, your transaction is expected to under-deliver, even fail. So how do you position your transaction to beat the odds?
How people manage, respond and adapt to change can determine whether a deal delivers on or fails to meet expectations. Yet as anyone experienced with transactions knows, the human element is underemphasized.
Untangling part of your business is never easy, especially on your people. Learn how to prepare and empower your people during your next carve-out.
Historically, an uncertain business climate precipitates a surge in business activity. As companies emerge from the COVID-19 crisis,
We provide end-to-end support from strategy to execution to drive value at every stage of your merger, acquisition or divestiture.
Bridging the Gap: Clear Investment Conditions Crucial to Powering Australia’s Energy Transition
October 15, 2025
SYDNEY, 15 October 2025 - Global professional services firm Alvarez & Marsal (A&M) today released new insights warning that Australia’s $120+[1] billion clean energy transition risks stalling unless urgent action is taken to improve investment conditions and de-risk the market for private capital.
Australia’s $120B+ Clean Energy Transition at Risk
October 15, 2025
New A&M insights warn that Australia’s $120+ billion clean energy transition could stall without urgent policy reform to boost investor confidence and reduce market risk.
Annie Peabody and Ron Orsini Featured in NACD Online
October 8, 2025
Managing Directors Annie Peabody and Ron Orsini recently featured in NACD’s article, “What Is a Total Equity Story, and Why Does It Matter?”
REDEFINING LEADERSHIP: THE EVOLVING RESPONSIBILITIES OF DIRECTORS
October 6, 2025
More than half of Australia’s directors are feeling uncertain about the economy (Source: AICD). And let’s be honest—who can blame them? We’re in the middle of a perfect storm. Inflation, though stabilising, hasn’t given us a break; interest rates are twitchy, and consumer spending—well, what spending?
