How PCG Took Over a $1.2B Acquisition—and Delivered Under Pressure
07/11/2025When PCG was brought in to guide a $1.2 billion acquisition, we had to act fast to create and deliver a plan before LD1—Legal Day 1, or the official closing of the deal and the transfer of legal ownership. The client began the acquisition with a Big 5 consulting firm, but soon handed the entire M&A integration over to PCG to ensure the transition was completed with precision and without delay.
PCG’s low-ego consultants are all-in, expertly analyzing what needs to be done and doing it with care, communication, and agility. Here’s how we won the transition, delivered, and created a lasting partnership in the process.
THE CHALLENGE: A COMPRESSED TIMELINE. A CRITICAL MISSION.
A sizeable acquisition was underway with a Big 5 consulting firm. The catch? Their work just wasn’t cutting it. Enter PCG.
The experienced consultants at PCG had just weeks to step in, take over, and make the transition a reality.
We received the plan at the eleventh hour and went all-in to meet legal compliance.
The Numbers:
- 5 months from the acquisition announcement to LD1
- 8 weeks for the Big 5 to plan LD1
- 2 days from the plan’s delivery to its start
- 15 days to set up the TMO (Transition Management Office)
- 3 months to execute LD1 and plan for Day 2
- 1 consulting partner that stepped in and delivered: PCG
It was a huge amount of work to be done in a short period of time, with many varied interests.
The situation demanded speed, precision, and clarity—along with the ability to build trust quickly across the organization.
PCG was formally handed the reins to lead execution and all Day 2 planning—here’s how we made it happen.
THE APPROACH: HOW PCG MADE ORDER OUT OF CHAOS
PCG hit the ground running. In a matter of days, our team assessed the landscape, stood up a Transition Management Office (TMO), and created a structure to manage, govern, and execute the transition.
Here’s how we did it:
Established and led the Transition Management Office
In just 10 days, we built the TMO from the ground up, planning and performing these necessary tasks:
- Delivered project frameworks and governance
- Developed a technical roadmap
- Outlined processes
- Executed project status reports
- Created educational materials to guide employees
- Finalized Day 2 integration plans and governance
- Managed financials
- Identified a single point of contact for client communication
Created Execution Teams
PCG ensured the transition stayed organized and on track by dropping in consultants with clearly defined roles and responsibilities:
- Evaluated the organization and reported changes needed
- Identified dependencies
- Ensured timelines and deliverables were met
- Managed backlog
- Designed and documented new processes
- Developed business readiness, testing, and implementation scopes
Provided Functional Leadership
Company leaders often need just as much guidance as employees during an M&A transition. After all, they know how to run their business, but they often haven’t experienced an acquisition before.
Luckily, PCG’s consultants have been there again and again and have the experience needed to show the way and become a trusted business partner. We understand where and when organizations need help—before they even know they need it.
We embedded industry and M&A subject matter experts to become the single point of contact for the client, removing ambiguity and accelerating decision-making.
Most consultancies can’t do this. PCG can.
THE RESULTS: A SUCCESSFUL ACQUISITION INTEGRATION—AND A TRUSTED LONG-TERM PARTNER
PCG turned what could have been a chaotic, high-risk transition into a smooth and successful acquisition. What began as a high-pressure takeover of a Big 5 plan became a blueprint for collaboration, precision, and transformation.
In the process, we earned long-term client trust and expanded our partnership, transforming a transactional engagement into a strategic relationship. When PCG went head-to-head with a Big 5 firm, the client was glad they made the switch—PCG exceeded expectations in every way. They’ve since recommended PCG to other companies exploring an M&A transition.
WHY IT MATTERS: ACQUISITION WORK IS DISRUPTIVE. PCG MAKES IT MANAGEABLE.
Acquisitions can be messy. With PCG, companies get a mergers and acquisitions consulting partner who understands the stakes and shows up with the right tools, mindset, and people to make it work.
We don’t believe in one-size-fits-all approaches—we know that when you’ve seen one acquisition, you’ve only seen one acquisition. But our consultants have the knowledge and experience to perform under pressure when it matters most. After all, we’ve been helping companies transition since 1998.
Looking for a partner who can step into the unknown and lead with confidence? Contact PCG today.