VALUE CAPTURE
Turn acquisitions into one operating company, and the deal model into results.
For platforms, roll-ups and acquirers that buy to grow. We plan Day 1, run the integration management office and track synergies from the deal model to the P&L: systems and data consolidated, front and back offices standardized, pricing and commercial practices harmonized, key people and relationships retained. Automation and reusable tooling make each acquisition faster to absorb than the last, through reusable playbooks, data migration tooling, document review and reporting that improve with every add-on.
The outcome
What changes when the program runs.
Synergies that reach the P&L
Cost and revenue synergies tracked from the deal model to monthly results, each with an owner, a baseline and run-rate checkpoints.
Faster integration of each add-on
A repeatable playbook, data templates and migration tooling, so every acquisition follows a known path instead of a fresh improvisation.
Relationships kept
Communication, service continuity and retention plans for the patients, clients, customers and people the deal paid for.
One view of the business
Common KPI definitions and consolidated reporting across acquired entities, ready for lenders, the board and an eventual exit.
Capabilities
What the work covers.
01
Day-1 readiness and the first 100 days
Legal Day-1 readiness, communications, decision rights and a plan for the first 100 days with the risks named and owned.
02
Integration management office
Workstream plans, a weekly cadence, issue and risk logs and decision tracking, run with your leadership and the sponsor.
03
Synergy tracking
Each synergy defined, baselined and owned, with run-rate benefits and one-time costs tracked against the deal model.
04
Systems and data consolidation
Practice-management, ERP, CRM, accounting and custodial platforms consolidated, with data mapping, migration and reconciliation automated where possible.
05
Operating-model harmonization
Pricing and fee schedules, front-desk and back-office processes, and policies standardized where it creates value, and left local where it does not.
06
People and relationship retention
Retention plans for clinicians, advisors, partners and key staff; for wealth platforms, advisor transitions and client repapering run as a tracked workflow.
07
Carve-outs and TSA exits
Standalone functions stood up and transition-service agreements exited on schedule for businesses carved out of larger groups.
How it works
From baseline to measured result.
Each phase reports against the baseline agreed at the start, so progress is read in your own numbers.
Pre-close
Thesis to Day-1 plan
A Performance Diagnostic scoped to the deal tests the synergy assumptions with the information that can be shared; Day-1 requirements set, and the integration team and governance named.
Synergy validation · Day-1 requirements · Governance · Communications plan
Day 1 to Day 100
Stabilize and capture
Customers, patients, clients and key people secured; early synergies captured; systems migration sequenced and started.
Retention plans · Early synergies · Migration plan · Weekly IMO
Months 4–12
Consolidate
Systems and processes converged, KPIs unified and synergy run-rate reported monthly against the deal model.
Systems convergence · Unified KPIs · Synergy reporting · Process standards
Every add-on after
Repeat, faster
Playbook, templates and tooling updated after each integration, so the next one starts further ahead.
Playbook updates · Reusable tooling · Lessons captured
Engagement models
How to engage.
Scope, fee, team and deliverables are agreed in writing before work starts.
Integration program · PER DEAL
Fixed scope per acquisition
Starts with a Performance Diagnostic scoped to the deal, then runs from Day-1 planning through systems and process convergence for one acquisition or merger, with synergy and milestone metrics agreed in writing.
- Day-1 and first-100-day plan
- Integration management office
- Synergy tracking against the deal model
- Systems and data consolidation
Platform integration office
A standing capability for buy-and-build
For platforms closing add-ons on a steady cadence. A retained team runs integrations on one playbook and improves the tooling with each deal.
- One playbook across add-ons
- Reusable data and migration tooling
- Consolidated reporting to the sponsor
- Capacity that scales with deal flow
Interim integration leadership
An operator in the seat
An interim Transformation Leader owns the integration inside your leadership team, with Ometz specialists behind them.
- Single accountable integration owner
- Direct line to the CEO and sponsor
- Builds the permanent integration function
- Clean handover
How we are paid
We share the risk of the plan we write.
Every program is measured against the baseline set in the Diagnostic. Where the work allows, we put part of our fee at risk against the targets we agree with you. If those measures do not move, that part is not invoiced. A plan we would not be paid on is not a plan we should sell.
The market problem, in published numbers
72.9%
of all US private equity buyouts in 2025 were add-on acquisitions, in line with the five-year average of 72.8%
10–12%
EBITDA growth Bain estimates today's buyouts need to return 2.5x over a five-year hold, with less leverage and no multiple expansion, against roughly 5% annual earnings growth for a typical 2015 buyout
Figures are third-party market benchmarks from the cited sources, not Ometz Partners client results. We share them so you can size the problem before we ever talk.
Industry playbooks
Integration & Value Capture, applied to your industry.
- Chemicals & IngredientsExit transition services on schedule, stand up the functions a standalone business needs, and remove the stranded and duplicated cost a separation leaves behind.
- DSOs & Dental GroupsNewly affiliated offices and de novos reach platform standards faster: PMS and phones converted, providers credentialed, fee schedules loaded, teams retained, and performance measured against the pre-close baseline.
- Home Health PlatformsAcquired branches onto one EMR, one revenue cycle and one reporting layer, with referral sources and caregivers retained through the transition and cash protected at conversion.
- Aesthetics & Wellness PlatformsAcquired clinics brought onto one operating model for pricing, memberships, systems, marketing governance and reporting, without losing the providers and clients the deal was priced on.
- MSOs & Multi-site Medical GroupsEach acquisition reaches platform performance sooner, on one operating model, with the synergies in the investment case tracked against a baseline.
- Private EquityEach acquisition brought onto the platform's pricing, systems and operating model on a set schedule, with the synergy case tracked until it shows in the run-rate.
- Wealth Management & RIA AggregatorsA repeatable playbook that moves each acquired firm, or each advisor team a broker-dealer recruits, onto the platform's custodial, CRM, data and service standards, keeps advisors and households through the transition, and delivers the synergies in the deal model or the recruiting case.
- CPA & Advisory PlatformsEvery acquired firm moved onto one platform standard for systems, workflows, pricing and reporting on a set schedule, so the platform's capacity and margin show up in the numbers instead of staying in the deal model.
Integration FAQ
Corporate development and the sponsor own the deal. We own the path from signing to results: Day-1 readiness, the integration office, synergy tracking and the operational work of combining systems, processes and teams.
Yes, within the limits your counsel sets for pre-close information sharing. Pre-close work focuses on the Day-1 plan, governance and testing synergy assumptions with the information that can be shared.
As an operations workflow: document preparation, account-transfer tracking and drafts of client communications, with your compliance team approving every client-facing item and your custodians' requirements followed. We do not provide investment advice.
In the heavy, repetitive parts: mapping and migrating data between systems, reviewing contracts, payer and vendor agreements for the terms that matter, drafting playbooks and producing status reporting. It shortens the work; people make the calls.
Synergy run-rate against the deal model, integration milestones, risks and retention metrics, on the cadence the sponsor sets, from the same data leadership uses.
Next step
Find out where performance is being lost, and what it is worth to fix.
The Performance Diagnostic runs for two to four weeks at a fixed fee and ends with a baseline, three priced improvement plays and a 90-day plan. The findings are yours whether or not we continue.