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Integration

Two companies, one estate, and no lost weekend.

Technology due diligence, integration planning, tenant and identity migrations, and carve-outs under transition service agreements.

Talk to an architect What is included

Sound familiar

Where this usually starts.

Deals are priced on assumptions about technology that are rarely tested before signing. After signing, the same estate has to be combined, or separated, without stopping either business. We do both halves: due diligence that tells an acquirer what it is buying, and integration or separation work that moves identities, mailboxes, applications and data on a plan both sides can see.

Tick the ones that sound like your situation.

Scope

What is included.

  • Technology due diligence

    Architecture, security, licensing, technical debt and key person risk, assessed and written up for the deal team.

  • Integration planning

    A day one plan and a sequenced roadmap for combining networks, identities, applications and data.

  • Tenant and identity migration

    Microsoft 365, Entra ID and Google Workspace consolidation with mail, files and Teams moved in waves.

  • Network and security integration

    The two estates connected safely before they are merged, with the risks of the acquired one contained.

  • Carve-outs

    A business separated onto its own infrastructure, applications and data under transition service agreements.

  • Application rationalization

    Deciding which overlapping systems survive, and migrating the rest.

Reference architecture

One layer between every system and everything that reads it.

In the integration architecture, an acquired or divested company is a separate estate that has to be joined or detached through the integration layer. This service plans that boundary: what connects on day one, what migrates, and what is shut down.

One layer between every system and everything that reads it. SYSTEMS OF RECORD INTEGRATION LAYER WHERE IT IS USED RUN CRM ERP HR system Legacy database Racks and devices API gateway Event bus Data pipelines Identity provider Customer portal Data warehouse Acquired company Monitoring Interface catalog

What this service delivers here

  • Acquired company

    Its systems join through the same layer, on a plan agreed before close.

Walk through every flow in Integration

Before you start

Decisions to settle early.

  • Absorb, coexist or keep separate

    Some acquisitions should be fully absorbed, others run alongside for years. The deal thesis decides, and the technology plan follows it.

  • Which systems survive

    Where both companies run a system for the same job, one wins. The choice weighs fit, cost, contracts and the disruption of moving people.

  • How long transition services last

    Short transition periods cost less but rush separation; long ones keep the seller entangled. We plan each service's exit against a realistic migration.

Approach

How the work runs.

  1. Assess

    What is being bought or sold, as it is

  2. Plan

    Day one, then the sequenced integration

  3. Migrate

    Identities, mail, data and applications in waves

  4. Close

    Decommissioning and transition services ended

Commercials

How it is bought.

  • A fixed-fee assessment

    For a buyer, a due diligence review of the target's estate; for an integration or carve-out, an inventory of what both sides run. Either way you receive the risks, a day one view and a fixed price for the program.

  • A fixed-price build

    Day one readiness, tenant and identity migration, network integration or separation, and application rationalization for the systems in scope, each wave priced before it starts.

  • Running it afterwards

    Programs end with decommissioning and the close of any transition services. Where the combined estate needs running afterwards, our managed services take it on under a separate agreement.

Start with the assessment.

Scope an assessment

Worked example

Two tenants, one company.

Say a services firm acquires a competitor, and each runs its own Microsoft tenant, identity directory and file shares. The deal sets the date on which staff must work as one company.

  1. Assess

    We inventory both tenants, their identities, mailboxes, Teams and SharePoint sites, and the security settings of the acquired one, and report the risks to the deal team.

  2. Day one

    Before anything moves, staff can find each other, share calendars and reach each other's files across the two tenants, so the business works as one from the start.

  3. Migrate

    Mail, files and Teams move in waves grouped by team, each wave rehearsed, with a cutover runbook and a rollback agreed in advance.

  4. Close

    The retired tenant is emptied, its licences ended and its data disposed of under the retention the deal requires.

At the end, staff work in one tenant with one identity, and the records show what moved, when, and what was retired.

An illustration

An illustration, not a client account.

Where it goes wrong

What we design out.

  • Day one set by the deal alone

    A closing date chosen without the technology in mind leaves staff unable to work together. We plan coexistence for day one so the business functions before migration begins.

  • Joining networks too early

    Connecting an untrusted estate on the first day imports its risks. The acquired network stays behind controlled paths until its security is assessed.

  • Transition services that never end

    Carve-outs stall when separation is not planned against each service agreement. Every shared service has an exit date and an owner.

Outcomes

What it changes.

  • Risks priced into the deal

    Diligence surfaces the security gaps, unsupported systems and licence liabilities before the price is final.

  • A working day one

    People can email, sign in and reach what they need on the first day of the combined or separated business.

  • Transition services that end

    Carve-outs are planned so the transition service agreement expires on time rather than being extended.

How you will know it is working

  • Staff on both sides can find, call and share with each other from the first day.
  • Each migration wave finishes with its rollback unused and its users working.
  • Transition services end on the dates the agreement set.
  • Retired systems and licences stop costing money once the program closes.

You keep

What you have at the end.

Handover pack

five items

  1. Due diligence report for the deal team Findings on architecture, security, licensing, technical debt and key people, written for the people negotiating the deal.
  2. Day one readiness plan What must work on the first day under new ownership, who makes it work, and how it is checked.
  3. Migration wave plan and cutover runbooks Users, mailboxes and data grouped into waves, each with a step by step cutover and a rollback.
  4. Separation inventory for carve-outs Every shared system, contract and data set, with the plan for how the divested business stands on its own.
  5. Decommissioning and licence close-out records Evidence that retired systems are shut down, their data disposed of and their licences ended.

The team

Who you work with.

  • Program lead

    Owns the day one plan, the wave schedule and the coordination between both organizations.

  • Identity and collaboration engineers

    Plan and run tenant, directory, mail and file migrations in waves.

  • Infrastructure and security engineer

    Connects or separates networks safely, and assesses the security of the acquired estate.

What we need from you

  • The deal timeline and the commitments made about day one.
  • Technical contacts on both sides, with authority to grant access.
  • Copies of transition service agreements, where they exist.
  • A sponsor who can settle disagreements between the two businesses.

One owner for every connection between your systems.

Questions

Questions we get asked.

How quickly can you assess an acquisition target?

A focused technology due diligence usually takes days rather than weeks, depending on access to the target. We agree the questions with the deal team first, so the report answers what affects the price and the integration plan.

Can two Microsoft 365 tenants be merged without downtime?

With careful planning, users barely notice: mail, files and Teams move in waves with coexistence between the tenants, and each wave has a rollback point. The hard part is usually identity and domain names, which we plan first.

What happens to systems shared with the seller?

They are covered by a transition service agreement while replacements are built. We plan the separation so each shared service has a replacement and a date, and the agreement can end as written.

Do you work for buyers, sellers or both?

Either side, and never both on the same transaction.

What does technology due diligence cover?

The target's architecture, the condition and supportability of its systems, its security posture and incident history, software licensing, technical debt, and the people the estate depends on. The report is written for the deal team, with each finding marked by its effect on value, risk or integration cost.

What is a transition service agreement?

An agreement under which the seller keeps providing some services, such as email, hosting or support, to the divested business for a set period after closing. We plan the separation so each service ends on time and the divested business does not depend on its former owner for longer than agreed.

How do you keep the business running while systems are combined?

By separating coexistence from migration. Shared calendars, directory lookups and access across tenants come first, so people can work together while the slower work of moving mail and data proceeds in planned waves.

Can you contain risk from an acquired network we do not yet trust?

Yes. The acquired estate is connected through controlled paths rather than joined directly, its security is assessed, and its devices and accounts are brought under your controls before wider access is allowed. Joining networks on day one is rarely necessary and is often the largest technical risk in the deal.

Ask about your situation

Answered from this site, with its sources.

Where it is bought

Mergers, acquisitions and divestitures, by sector and region.

Sectors that buy Integration

Region homes, and who signs

Often paired with

What usually comes next.

Everything in Integration

CONTACT

Know what you are buying before you own it.

Bring the target, the timeline and the day one date. We will scope the diligence and the integration plan around them.

  • Senior-led
  • Accountable
  • Direct
  • Fixed-price options
  • Compliance-ready
  • 24/7 capable

Prefer to talk it through? Call +92 (333) 32 11011

What happens next

  1. You pick the time

    Tell us whether you are buying, selling or integrating, and roughly when the deal closes; the call is at your convenience.

  2. Thirty minutes, with an engineer

    A senior engineer outlines what day one requires and where the largest technology risks in the deal are likely to sit.

  3. A written assessment

    It sets out the risks, the day one plan and a fixed price for the program.