Vadorn
The real cost and duration of an acquisition’s IT integration, before signing.
Fictional deals
A large group acquires a 30-user industrial SME and moves its 13 applications onto its global ERP and tools, plant, warehouse and shops included.
- Low
- €1.0M
- Likely
- €2.1M
- High
- €3.6M
0 €4.0M
Delivery 7 months
Due diligence 13.4 months
A large group buys a 120-user business from another and moves it onto its global ERP, with six months of transitional services.
- Low
- €0.6M
- Likely
- €1.2M
- High
- €1.8M
0 €4.0M
Delivery 8.4 months
Due diligence 14.3 months
Six months of transitional services are signed, twelve will be needed.
A large group adds a 40-user plant that keeps its production systems: only finance, purchasing and HR move onto its tools.
- Low
- €0.4M
- Likely
- €0.8M
- High
- €1.6M
0 €4.0M
Delivery 7.1 months
Due diligence 11.6 months
The challenge
An acquisition is decided on a price. The cost of IT integration often comes to light after signing: applications to replace, sites to connect, months of services to pay the seller. By then, it can no longer be negotiated.
The approach
- Describe the deal: type of transaction, users, sites, countries. Every answer sharpens the number.
- A range, not a number: low, likely, high, line by line, with a contingency reserve.
- A schedule: from due diligence to the end of support, with the transitional services really needed.
- The right questions: what to ask the target, the risks and the decisions to make.
The numbers
- ≈ 200 questions for a deal
- ≈ 20 key decisions to make
- €0 for the estimate of cost and duration
- €15,000 per deal for the full version
- TypeScript
- Vite
- YAML
- Zod