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: $3.3M 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: Value Creation Realized 0.0% vs 0.0%, EBITDA Margin 48.4% vs 50.0%, SG&A Ratio 23.2% vs 22.0%
Open blockers hold the cutover — and $3.3M of unbanked synergy — hostage across the 4 in-flight brands.
Gates the cohort cutover (and the exit).
Purchasing / vendor consolidation is leaking run-rate: $4.1M actual vs $5.27M plan ($-1.2M variance) — it compounds into the forecast quarters.
Owner: Procurement
Debt Portfolio: Hybrid Fund is underwater at 1.0x — $1.23M spent against $1.17M 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 ~$3.3M 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 |
|---|---|---|---|---|---|---|
| Equity Portfolio: Hybrid Fund | 90% | 85% | 70% | 88% | 95% | 75% |
| Debt Portfolio: Hybrid Fund | 55% | 60% | 30% | 65% | 80% | 50% |
| Nippon AIF Growth Opportunities | 85% | 78% | 75% | 82% | 90% | 70% |
| Nippon Wealth Management | 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 | Debt Portfolio: Hybrid Fund | Quoting / CPQ | Legacy estimator has no API; quote history export blocked on vendor — stalls CPQ cutover. | Niraj Murarka | 2026-09-15 | Mitigating |
| High | Debt Portfolio: Hybrid Fund | ERP / Ledger | Chart-of-accounts mapping unresolved for 3 cost centers; revenue still books region-only (Birmingham 45% coverage). | Office of the CIO | 2026-10-30 | Open |
| High | Nippon Wealth Management | Customer Master | ~200 duplicate accounts vs golden record need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | Nippon Wealth Management | Tech Stack / Network | Site network upgrade gating SOC failover; waiting on circuit provisioning (vendor lead time). | Infrastructure · IT | 2026-11-15 | Open |
| Medium | Equity Portfolio: Hybrid Fund | Quoting / CPQ | Price-book reconciliation: 40 SKUs priced below governed floor; RevOps reviewing. | Niraj Murarka | 2026-09-20 | Mitigating |
| Medium | Nippon AIF Growth Opportunities | 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 | Equity Portfolio: Hybrid Fund | 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 | $2.34M | $2.34M | +$0M | 100% |
| Fleet / auto program | Procurement | $1.76M | $1.76M | +$0M | 100% |
| Purchasing / vendor consolidation | Procurement | $5.27M | $4.1M | $-1.2M | 78% |
| Systems (CRM / ERP / HR) | IT · Office of the CIO | $3.52M | $2.46M | $-1.1M | 70% |
| Real estate / office overlap | Facilities | $1.17M | $0.64M | $-0.5M | 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 |
|---|---|---|---|---|---|---|---|
| Debt Portfolio: Hybrid Fund | 2024 | $2.23M | $1.23M | $2.11M | $1.17M | 1.0x | In progress |
| Nippon AIF Growth Opportunities | 2024 | $1.99M | $1.52M | $2.05M | $1.58M | 1.0x | In progress |
| Nippon Wealth Management | 2024 | $1.76M | $0.7M | $1.76M | $0.7M | 1.0x | Early |
| Equity Portfolio: Hybrid Fund | 2023 | $2.7M | $2.11M | $3.16M | $2.34M | 1.1x | In progress |
| Nippon Hybrid Fund | 2022 | $1.88M | $1.82M | $2.93M | $2.58M | 1.4x | Integrated |
| Nippon Large Cap Fund | 2021 | $1.05M | $1M | $1.52M | $1.41M | 1.4x | Integrated |
| Nippon Tax Saver Fund | 2021 | $0.82M | $0.76M | $1.17M | $1.05M | 1.4x | Integrated |