The decision behind the work
The client was a PE-backed vertical software group that had completed three acquisitions in 18 months. Revenue was growing, but the businesses still operated with separate product roadmaps, overlapping commercial teams and different ways of measuring performance. Management needed to move quickly without disrupting customer relationships or slowing the strongest parts of the portfolio.
What Prime did
Prime Advisors began by separating integration choices that genuinely created value from changes that were merely administrative. We mapped product overlap, customer concentration, pricing architecture, sales coverage and support costs across the three businesses, then built a value-creation plan around the few decisions with the largest economic impact.
Working directly with the CEO, CFO and business-unit leaders, we translated the plan into a 100-day sequence with named owners, weekly decision points and measurable value targets. Product rationalization, account ownership and go-to-market changes were deliberately staged so that the commercial teams could keep selling while the operating model changed underneath them.
The impact
Within 11 months the group had captured €28M in annualized run-rate synergies, integrated the three acquisitions into one operating cadence and created a clearer platform for future add-on deals. Just as importantly, management left the engagement with a repeatable integration model rather than a one-off project plan.
What changed after the engagement
The immediate result mattered, but the larger objective was to leave management with a clearer way to make the next decision. The team finished with a common fact base, a shared view of the value drivers and a governance rhythm that continued after Prime Advisors stepped away.