The integration cockpit — turning M&A status into an executable cutover plan, workstream by workstream, blocker by blocker, dollar by dollar.
Integration is the value and the risk: $0.2M of synergy is still unbanked across 4 in-flight brands at 67% average completion, with 8 open blockers gating the cutover. Clear the critical path and bank the run-rate before the next deal.
4 of 4 headline metrics improving vs prior · still off target: Synergy Realized 0.0% vs 0.0%, EBITDA Margin 12.8% vs 14.0%, SG&A 8.3% vs 8.0%
Open blockers hold the cutover — and $0.2M of unbanked synergy — hostage across the 4 in-flight brands.
Gates the cohort cutover (and the exit).
Purchasing / vendor consolidation is leaking run-rate: $0.26M actual vs $0.34M plan ($-0.1M variance) — it compounds into the forecast quarters.
Owner: Procurement
Gates the cohort cutover (and the exit).
Faster integration is Pavion's #1 priority — it is where the deal value is created and where it leaks. This view turns "status" into an executable plan: the 4 in-flight brands, their six workstreams, the blockers in the way, and the ~$0.2M of synergy still unbanked waiting on the cutover.
Do this: work the blocker named in each card first; if none, push the lowest-% workstream to its target date.
Read across each row for the brand's weak spot; read down each column for the workstream that's stuck enterprise-wide. Tint = status; number = % complete.
| Brand | ERP / Ledger | Customer Master | Quoting / CPQ | Tech Stack / Network | Org / Branding | Field / Dispatch |
|---|---|---|---|---|---|---|
| WMS | 90% | 85% | 70% | 88% | 95% | 75% |
| Collections Team | 55% | 60% | 30% | 65% | 80% | 50% |
| Autonomous Reroute | 85% | 78% | 75% | 82% | 90% | 70% |
| Audit & Compliance | 40% | 45% | 20% | 50% | 70% | 35% |
Do this: assign each open blocker a named owner and a date; the Blocker/High rows are the ones holding synergy hostage.
| Severity | Brand | Workstream | Description | Owner | Due | Status |
|---|---|---|---|---|---|---|
| Blocker | Collections Team | Quoting / CPQ | Legacy estimator has no API; quote history export blocked on vendor — stalls CPQ cutover. | Sunita Joshi | 2026-09-15 | Mitigating |
| High | Collections Team | ERP / Ledger | Chart-of-accounts mapping unresolved for 3 cost centers; revenue still books region-only (Birmingham 45% coverage). | Rajesh Mehta | 2026-10-30 | Open |
| High | Audit & Compliance | Customer Master | ~200 duplicate accounts vs golden record need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | Audit & Compliance | Tech Stack / Network | Site network upgrade gating SOC failover; waiting on circuit provisioning (vendor lead time). | Infrastructure · IT | 2026-11-15 | Open |
| Medium | WMS | Quoting / CPQ | Price-book reconciliation: 40 SKUs priced below governed floor; RevOps reviewing. | Sunita Joshi | 2026-09-20 | Mitigating |
| Medium | Autonomous Reroute | Field / Dispatch | Tech certs not yet mapped to common dispatch; manual routing in Columbus metro. | Field Ops | 2026-10-10 | Open |
| Low | recent acquisition | Org / Branding | Customer comms on brand transition pending legal sign-off. | Integration PMO | 2026-08-31 | Mitigating |
| Low | WMS | Field / Dispatch | Bay-area crews not yet on common telematics; minor utilization drag. | Field Ops | 2026-09-30 | Open |
Do this: the negative-variance programs are leaking run-rate — put a 90-day recovery plan on each before they compound into the forecast quarters.
| Program | Owner | Plan $M | Actual $M | Variance | % captured |
|---|---|---|---|---|---|
| P&C insurance consolidation | CFO · Treasury | $0.15M | $0.15M | +$0M | 100% |
| Fleet / auto program | Procurement | $0.11M | $0.11M | +$0M | 100% |
| Purchasing / vendor consolidation | Procurement | $0.34M | $0.26M | $-0.1M | 76% |
| Systems (CRM / ERP / HR) | IT · Rajesh Mehta | $0.23M | $0.16M | $-0.1M | 70% |
| Real estate / office overlap | Facilities | $0.08M | $0.04M | +$0M | 50% |
Do this: protect the ≥1.3x deals as the playbook; for sub-1x deals, freeze discretionary integration spend until synergy capture catches up.
| Brand | Acquired | Budget | Spent | Synergy target | Synergy realized | ROI | Status |
|---|---|---|---|---|---|---|---|
| Collections Team | 2024 | $0.14M | $0.08M | $0.14M | $0.08M | 1.0x | In progress |
| Autonomous Reroute | 2024 | $0.13M | $0.1M | $0.13M | $0.1M | 1.0x | In progress |
| Audit & Compliance | 2024 | $0.11M | $0.05M | $0.11M | $0.05M | 1.0x | Early |
| WMS | 2023 | $0.17M | $0.14M | $0.2M | $0.15M | 1.1x | In progress |
| Mumbai Fulfilment Ops | 2022 | $0.12M | $0.12M | $0.19M | $0.17M | 1.4x | Integrated |
| Pune Warehouse | 2021 | $0.07M | $0.06M | $0.1M | $0.09M | 1.5x | Integrated |
| TMS | 2021 | $0.05M | $0.05M | $0.08M | $0.07M | 1.4x | Integrated |