One team from thesis to value capture.
Xpertegic runs add-on acquisitions end to end: strategy, sourcing, diligence, close and integration. The team that builds the thesis is the team that runs the integration, so nothing is handed off at close.
One accountable group
Corporate development, the integration office and the expert network report into a single cadence.
A repeatable playbook
The same sequence on every add-on, so the second acquisition costs less effort than the first.
Value the model assumed
Measured against the deal model, not against integration activity, through the hold period.
Value leaks in the gaps between firms
A banker sources the deal. A diligence provider tests it. A third firm is hired to integrate it six weeks after close. That firm has to be briefed on what diligence already found.
Findings die at close
An operating risk identified in diligence is priced into the deal, then never assigned to an owner afterward.
The thesis gets diluted
The reason for buying the business is clear in the investment committee memo and absent from the integration plan.
Nobody owns the outcome
Each firm delivered its scope. No one is accountable for whether the deal returned what the model assumed.
The alternative: one commercial relationship, one governance cadence, one team. The thesis carries from the first target screen through the first 100 days and beyond.
Three functions, one accountable group
One accountable team across corporate development, M&A integration and specialized experts.
Corporate Development Management Office
Leads thesis, target mapping, sourcing, diligence coordination and deal close. Runs like your in-house corp dev function.
Integration Management Office
Builds and runs the integration plan, arbitrates between workstreams, and tracks synergy delivery against the model.
Operating Expert Network
Industry, deal and functional experts deployed by transaction across IT, GTM, HR, finance and accounting, and procurement.
The people who test the operating case before close are the people who deliver it after.
The same playbook on every add-on
A repeatable sequence for every acquisition: M&A strategy, deal execution, and post-merger integration. Built once, then run again.
M&A Strategy
Before the first target
- Clarify value drivers
- Set governance and owners
- Launch the IMO
- Build the acquisition roadmap
Deal Execution
Screen to close
- Source add-on targets
- Run diligence
- Build the integration plan
- Negotiate, sign and close
Post-Merger Integration
Day 1 to steady state
- Stabilize operations (0-90 days)
- Execute functional integration
- Track KPIs and synergies
- Optimize and drive exit readiness
Measured against the model, not the activity
Accelerated value creation at scale that protects the core business and investor returns. “Systems migrated” is activity. “Gross margin at the modeled level by Q3” is an outcome.
Years of combined M&A experience across the founding team
In transactions across the globe
Completed deals
What we hold ourselves to
- Faster synergy realization against the deal model
- The core business protected while the add-on lands
- A governance cadence the platform keeps after we leave
- A capability that makes the next deal cheaper to run
How it gets measured
- Every synergy line carries an owner, a baseline, a KPI and a date
- Reported at the same cadence as operating performance
- Reviewed with the sponsor, not only with management
- A missed line changes what happens the following week
One relationship, three fee structures
Each part of the work is priced the way that part creates value. It sits under one commercial relationship and one governance cadence.
Retainer plus success fee
The retainer funds ongoing origination, evaluation and deal process capacity. The success fee ties part of our compensation to closed transactions.
Fixed fee, set by scope
Priced to the workstreams in scope and agreed before fieldwork starts. The cost is known going into the exclusivity window.
Time and materials
Billed to actual workstream effort and phase intensity, so cost flexes with how demanding the integration turns out to be.
Success fee reinvested
A portion of the success fee is reinvested into the platform’s integration capability. It funds the workstreams that capture the value the deal was priced for.
Final scope, fee levels and reinvestment terms are set for each engagement. Either the sponsor or the portfolio company can be the contracting party.
When end-to-end beats hiring three firms
This is the heaviest of our three service lines. It is the right choice for some platforms and the wrong one for others.
A fit if you are
- Running a platform-and-add-on strategy with more than one deal ahead
- Without a dedicated corporate development function in-house
- Finding that integration lands on the CEO and CFO by default
- Willing to run one governance cadence across sourcing and integration
Not a fit if you
- Have one opportunistic deal and no pipeline behind it
- Already run a corp dev team and only need integration capacity
- Prefer to keep sourcing and integration with separate providers
- Need a specific workstream rather than the whole capability
The partners leading the work
Or take one piece
Driving inorganic growth through disciplined deal sourcing, evaluation and execution.
Uncovering risks and validating the operating case before close.
Seamlessly integrating add-on acquisitions to accelerate value creation.
Build the capability once
Tell us how many add-ons are ahead and where the capacity is thinnest. We will tell you honestly whether end-to-end is the right shape, or whether one service would serve you better.