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: $5.1M 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: Operational Synergy Realized 0.0% vs 0.0%, SG&A Ratio 14.2% vs 13.0%, EBITDA $1.48B vs $1.70B
Open blockers hold the cutover — and $5.1M of unbanked synergy — hostage across the 4 in-flight brands.
Gates the cohort cutover (and the exit).
Purchasing / vendor consolidation is leaking run-rate: $6.43M actual vs $8.27M plan ($-1.8M variance) — it compounds into the forecast quarters.
Owner: Procurement
PMAY 2.0 Support is underwater at 1.0x — $1.93M spent against $1.84M realized; halt discretionary spend until capture catches up.
Protect the ≥1.3x deals as the playbook
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 ~$5.1M 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 |
|---|---|---|---|---|---|---|
| Lease Rental Discounting | 90% | 85% | 70% | 88% | 95% | 75% |
| PMAY 2.0 Support | 55% | 60% | 30% | 65% | 80% | 50% |
| Digital Loan Origination | 85% | 78% | 75% | 82% | 90% | 70% |
| Risk Analytics Suite | 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 | PMAY 2.0 Support | Quoting / CPQ | Legacy estimator has no API; quote history export blocked on vendor — stalls CPQ cutover. | Revenue Leadership | 2026-09-15 | Mitigating |
| High | PMAY 2.0 Support | ERP / Ledger | Chart-of-accounts mapping unresolved for 3 cost centers; revenue still books region-only (Birmingham 45% coverage). | Rajani Menon Pillai | 2026-10-30 | Open |
| High | Risk Analytics Suite | Customer Master | ~200 duplicate accounts vs golden record need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | Risk Analytics Suite | Tech Stack / Network | Site network upgrade gating SOC failover; waiting on circuit provisioning (vendor lead time). | Infrastructure · IT | 2026-11-15 | Open |
| Medium | Lease Rental Discounting | Quoting / CPQ | Price-book reconciliation: 40 SKUs priced below governed floor; RevOps reviewing. | Revenue Leadership | 2026-09-20 | Mitigating |
| Medium | Digital Loan Origination | 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 | Lease Rental Discounting | 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 | $3.68M | $3.68M | +$0M | 100% |
| Fleet / auto program | Procurement | $2.76M | $2.76M | +$0M | 100% |
| Purchasing / vendor consolidation | Procurement | $8.27M | $6.43M | $-1.8M | 78% |
| Systems (CRM / ERP / HR) | IT · Rajani Menon Pillai | $5.51M | $3.86M | $-1.6M | 70% |
| Real estate / office overlap | Facilities | $1.84M | $1.01M | $-0.8M | 55% |
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 |
|---|---|---|---|---|---|---|---|
| PMAY 2.0 Support | 2024 | $3.49M | $1.93M | $3.31M | $1.84M | 1.0x | In progress |
| Digital Loan Origination | 2024 | $3.12M | $2.39M | $3.22M | $2.48M | 1.0x | In progress |
| Risk Analytics Suite | 2024 | $2.76M | $1.1M | $2.76M | $1.1M | 1.0x | Early |
| Lease Rental Discounting | 2023 | $4.23M | $3.31M | $4.96M | $3.68M | 1.1x | In progress |
| Aditya Birla Home Loans | 2022 | $2.94M | $2.85M | $4.6M | $4.04M | 1.4x | Integrated |
| LAP by ABHFL | 2021 | $1.65M | $1.56M | $2.39M | $2.21M | 1.4x | Integrated |
| ABHFL Construction Finance | 2021 | $1.29M | $1.19M | $1.84M | $1.65M | 1.4x | Integrated |