[Raja Shayan Tariq]

In many M&A transactions, significant time and resources are devoted to due diligence, particularly financial and legal aspects. However, a large number of deals still fail to deliver expected value, often due to post-closing integration challenges rather than issues identified during diligence. Are companies focusing too much on identifying risks before closing, and not enough on how the business will actually be integrated and managed afterward? Should integration planning be given equal priority than traditional due diligence in determining the success of a transaction?

[Kirk Samson]

A very important topic, Raja. What I’ve heard from many attorneys who support M&A is that they forget about the deal once the paperwork is signed. For them it’s just a question of crossing the finish line and collecting their fee. I’m not sure if it is as transactional in the financial world, but imagine it is. This is why I think that savvy deal teams should ensure that they hire or have resources that are part of both the ‘before’ and ‘after’ process to help with the integration. That might be expensive, but if it helps to ensure a higher success rate for the transaction, it seems like an excellent return on investment.

[Miguel Cortijo Antona]

Thany you Raja and I agree with Kirk. I believe many deals over‑prioritize pre‑closing risk identification while underestimating execution after closing. Financial and legal diligence protect downside, but integration determines value creation. Without clear operating models, leadership alignment, and change management, synergies remain theoretical. Integration planning should be treated as equally critical, starting during diligence, because how the business is run post‑close ultimately determines whether strategic and financial goals are achieved.

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