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Given the complexity of mergers and acquisitions (M&A), it’s understandable that organizations often focus exclusively on executing the deal, which typically includes coordinating changes with lawyers and initiating the transactions needed for closing. However, companies should also use the deal-planning stage to develop a roadmap to combine the operational and strategic aspects of a treasury integration. Doing so can help position the combined organization for lasting transformation following an M&A deal.

Each treasury organization is unique, but the end goal following a merger or acquisition remains the same for all: to optimize cash management by leveraging the strengths of both companies.

An M&A transaction creates an opportunity to combine two unique treasury organizations—each with its own processes and platforms—in a way that optimizes efficiency. Regardless of each treasury team’s beginning state, it’s important to formulate a roadmap that organizes the expected milestone events of the transformation journey, such as those in Figure 1 (below).


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