While our client acquired new units in targeted geographies, they lacked robust administrative functions to support the core business. Back-office operations had to be built nearly from scratch.
KPMG helped to establish fit-for-purpose administrative operations—to ensure business continuity on Day 1 and optimize for the long term, with solutions carefully phased to mitigate risk and cost. For example, KPMG designed a solution that enabled the company to begin receiving onboarded employees from the acquisition while new permanent processes and infrastructure were being established.
Moreover, during one sign-to-close phase, KPMG identified that the seller’s system separation approach was unworkable. KPMG recommended what seemed to be the only viable alternative: global deployment of a new Enterprise Resource Planning system for both the target and legacy business. With our client’s approval, KPMG delivered on-time and on-budget, designing and implementing the system in about three months—greatly exceeding client expectations.
KPMG helped stand up operations for HR, IT, accounting and finance, and more, delivering the base capability to operate the global company and support continued growth.