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: $0.4M 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 7.2% vs 8.0%, EBITDA Margin 36.7% vs 38.0%, SG&A Ratio 18.3% vs 17.0%
Open blockers hold the cutover — and $0.4M of unbanked synergy — hostage across the 4 in-flight brands.
Gates the cohort cutover (and the exit).
Purchasing / vendor consolidation is leaking run-rate: $0.54M actual vs $0.69M plan ($-0.1M variance) — it compounds into the forecast quarters.
Owner: Procurement
CRM / KYC Portal is underwater at 0.9x — $0.16M spent against $0.15M 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 ~$0.4M 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 |
|---|---|---|---|---|---|---|
| NRI Wealth Portfolio | 90% | 85% | 70% | 88% | 95% | 75% |
| CRM / KYC Portal | 55% | 60% | 30% | 65% | 80% | 50% |
| Portfolio Management | 85% | 78% | 75% | 82% | 90% | 70% |
| Fund Admin System | 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 | CRM / KYC Portal | Quoting / CPQ | Legacy estimator has no API; quote history export blocked on vendor — stalls CPQ cutover. | Meera Iyer | 2026-09-15 | Mitigating |
| High | CRM / KYC Portal | ERP / Ledger | Chart-of-accounts mapping unresolved for 3 cost centers; revenue still books region-only (Birmingham 45% coverage). | Anil Patel | 2026-10-30 | Open |
| High | Fund Admin System | Customer Master | ~200 duplicate accounts vs golden record need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | Fund Admin System | Tech Stack / Network | Site network upgrade gating SOC failover; waiting on circuit provisioning (vendor lead time). | Infrastructure · IT | 2026-11-15 | Open |
| Medium | NRI Wealth Portfolio | Quoting / CPQ | Price-book reconciliation: 40 SKUs priced below governed floor; RevOps reviewing. | Meera Iyer | 2026-09-20 | Mitigating |
| Medium | Portfolio Management | 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 | NRI Wealth Portfolio | 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 | $0.31M | $0.31M | +$0M | 100% |
| Fleet / auto program | Procurement | $0.23M | $0.23M | +$0M | 100% |
| Purchasing / vendor consolidation | Procurement | $0.69M | $0.54M | $-0.1M | 78% |
| Systems (CRM / ERP / HR) | IT · Anil Patel | $0.46M | $0.32M | $-0.1M | 70% |
| Real estate / office overlap | Facilities | $0.15M | $0.08M | $-0.1M | 53% |
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 |
|---|---|---|---|---|---|---|---|
| CRM / KYC Portal | 2024 | $0.29M | $0.16M | $0.28M | $0.15M | 0.9x | In progress |
| Portfolio Management | 2024 | $0.26M | $0.2M | $0.27M | $0.21M | 1.0x | In progress |
| Fund Admin System | 2024 | $0.23M | $0.09M | $0.23M | $0.09M | 1.0x | Early |
| NRI Wealth Portfolio | 2023 | $0.35M | $0.28M | $0.41M | $0.31M | 1.1x | In progress |
| ELSS Fund A | 2022 | $0.24M | $0.24M | $0.38M | $0.34M | 1.4x | Integrated |
| Hybrid Fund B | 2021 | $0.14M | $0.13M | $0.2M | $0.18M | 1.4x | Integrated |
| Tax-Saving Fixed Deposit | 2021 | $0.11M | $0.1M | $0.15M | $0.14M | 1.4x | Integrated |