Post-acquisition integration of two lenders

One mid-market lender acquired another. They were similar in size and different in almost everything else, and the deal closed with a synergy case built in diligence and a hundred-day plan built from convention rather than from the deal in front of it. Brand first, systems early, synergies everywhere. The acquired lender’s book was concentrated. Twenty broker relationships originated 60% of its volume, and three credit officers held most of what the book knew about itself.

The integration risk was not in the cost lines. It was in those twenty relationships and three people.

Synergies verified line by line against the deal model. One attribution line per benefit, and no double counting.