Post-merger integration management where every status colour and every saving is tied to its evidence
Every workstream status and synergy tied to its evidence in one view.
See one case, screen by screen ↓Software the integration management office uses to run workstreams to Day-1, Wave 1 and Day-100 milestones, keep the risk and issue register, track synergies and report to the steering committee. Post-Merger Integration Management adds six agents that read every weekly report, check each colour against the workstream's own evidence and tie each saving to its contract, for the IMO lead to decide.
How to choose AI solutions for life sciences →
Updated
After a biopharma deal closes, the integration management office runs ten to fifteen workstreams — IT, finance, people, commercial, manufacturing, quality, regulatory, R&D, legal, procurement, facilities, communications — to Day-1, Wave 1 and Day-100 milestones, while capturing the synergies promised to the board. Every week each lead sends a status deck with a red, amber or green colour. The colour is the lead's opinion. An IMO analyst reads twelve decks, updates the RAID log and drafts the steering brief by hand.
The plans, test results, trackers and contract clocks behind each deck often say something else. A cutover lead reports green while three critical-path tasks are late and a mock cutover missed its exit criterion. A CMO's right to terminate its supply agreement on a change of control is never escalated, though it could end supply from the only approved drug-product site. Marketing authorisation transfers fall behind plan, market by market. The same saving is claimed by Procurement and by R&D. The slip surfaces at go/no-go, when the fallback date is the only option left.
Estimated split of one week's consolidation for twelve workstreams, by hand and with the solution. The by-hand total of about 14 hours is our estimate.
Six specialist agents read the reports, check each colour against the workstream's own evidence and tie every saving to its contract; the integration lead decides each colour.
Northwind Bio closed its $8.4B acquisition of Calderra Biosciences on Sep 1. It is Wednesday Oct 7 — Day 37 of 100, with the Wave 1 ERP go-live on Nov 2 and the steering committee on Thursday at 08:00. Here is the week, screen by screen, in the working solution.
Eleven of twelve reports arrived by the Tuesday 17:00 deadline. The leads reported 8 green and 3 amber; on their own evidence, 5 are green, 5 amber and 1 red. Four workstreams are flagged — IT & systems, Commercial, Regulatory and Legal & contracts — and four colours wait for her decision before the brief.
“Each card takes the colour its own plans, test results and deadlines support, not the colour in its report. Where they differ, it is flagged and you decide.”
Each workstream shows Checking while its report is read again and set against its own trackers. Where the evidence differs from the report, the workstream is flagged. Communications sent its deck at Wed 08:12, after the deadline, so it shows as late and waits to be read.
The same rule, playbook 4.3, is applied to every workstream.
Sam Patel's deck says “Overall status: green. ERP Wave 1 cutover remains on track for November 2.” The cutover plan shows three of eight critical-path tasks late — the customer master load, the open AR/AP conversion and the EDI link to the Memphis warehouse — with 4 working days of float to go-live. Mock cutover 2 matched 91.4% of 13,980 ship-to records against an exit criterion of 99.5%; the deck calls these “minor data issues”.
Playbook 4.3: “Two or more critical-path tasks late, or an exit criterion missed, with under 10 working days of float to the next go-live.”
She can use the evidence colour, keep the lead's colour with a note for the committee, or ask Sam first. She chooses amber, with the note “Mock 2 missed its exit criterion; go/no-go Oct 20 with Nov 30 fallback.” The Risk Register Keeper adds R-019 — Wave 1 ERP cutover at risk, customer master below exit criterion.
“Your decision is recorded with your name and time.”
Hannah Osei reports amber: 12 of 31 change-of-control consents received. Clause 18.3 of the Ridgefield supply agreement lets the CMO terminate within 60 days after the change of control — that is Oct 31 — and the consent request has had no reply since Sep 4. Ridgefield is the only approved drug-product site for Corventa.
Playbook 4.3 red: “A go-live date, legal deadline or regulatory clock will be missed without a decision from the steering committee.”
Fifteen initiatives make up the Year-1 run-rate plan of $162.4M; $63.8M is evidenced or better and $18.4M is confirmed by Finance. The evidence check flags three: S-02 shares a contract with S-09, S-04's ERP licence exit depends on the Wave 1 cutover, and S-13 was marked Evidenced without a signed contract.
Playbook 6.2: a saving moves to Evidenced only with a signed contract or decision and an effective date.
Procurement's CRO preferred-provider panel (S-02, $14.5M) and R&D's monitoring rate harmonisation (S-09, $6.2M) both draw on Brightline amendment 4, which cuts monitoring and site-management rates by 12%: $34.2M of monitoring spend × 12% = $4.1M in both claims. The proposal books it once, to S-02, because Procurement owns the contract; S-09 keeps $2.1M from in-house monitor rates.
“Year-1 plan restates from $162.4M to $158.3M.”
Lena signs with the meaning “I reviewed the cited evidence and propose this booking against the locked baseline.” Omar Haddad, the synergy controller, countersigns. S-02 is confirmed at $14.5M, S-09 is restated to $2.1M, and both are recorded in the audit trail.
No saving moves to Confirmed without Finance.
R-019 is scored likelihood 4 × impact 5 = 20 and marked new today. The register now holds 13 open risks and issues, three of them scoring 15 or more — those go to the steering brief. Every one links the passage it came from. Only its owner, or the IMO lead on the owner's behalf, closes it.
The brief leads with the integration amber on evidence — 5 workstreams amber and 1 red, where the leads' own reports show 3 amber and no red — and Wave 1 at risk. Colours not yet decided go in marked “proposed — not yet decided”. It asks the committee for three decisions: the Ridgefield consent, the Wave 1 go/no-go gate and a local entity in Brazil. Lena reviews it and sends it to Rebecca Lang, the sponsor, before it goes to the 9 committee members.
“Clean-team data from Project Lark is never used in this brief.”
The same week, seen by the five people who carry it — what their week looked like, and what it looks like now.
Six specialist agents read the reports, check each colour against the workstream's own evidence and tie every saving to its contract; the integration lead decides each colour.
Reads every weekly status deck, document and project-tool export, and pulls the colour, accomplishments, issues, decisions required, help needed and next steps — each with its slide, page or row.
Applies playbook section 4.3 the same way to every workstream's own trackers, test results and deadlines — late critical-path tasks, missed exit criteria, float to the next go-live, legal and regulatory clocks — and proposes the colour the evidence supports.
Recomputes the critical path, float in working days to the Wave 1 go-live and Day 100, and the dependencies between workstreams every time a plan changes — such as Commercial's CRM load waiting on IT's customer master.
Drafts and updates risks and issues from reports and trackers when a finding threatens a milestone, a saving or a legal or regulatory clock, scores likelihood and impact 1–5 with reasons, and merges duplicates.
Ties each claimed saving to its locked baseline line, signed contract or decision, effective date and ledger, finds claims that draw on the same contract and computes the overlap.
Drafts the one-page weekly steering brief — headline, workstream colours, synergies, decisions needed, top risks and the next two weeks — in plain words, with every number cited.
Decides each colour. The agents propose; a named person decides.
Ask about any workstream, risk, saving or milestone of the integration — or say what to change. Every answer cites its passage.
Why is IT amber when the lead says green?
Sam Patel's deck says green and “on track for November 2”. His own evidence disagrees: 3 of 8 critical-path tasks are late with 4 working days of float, and Mock cutover 2 matched 91.4% of customer records against an exit criterion of 99.5%. Playbook 4.3 makes that amber. The colour is yours to decide.
Is anything counted twice?
Yes — $4.1M. Procurement's CRO panel (S-02, $14.5M) and R&D's monitoring rates (S-09, $6.2M) both use the 12% cut in Brightline amendment 4. The playbook books it once, to the contract owner.
Which consents are still missing?
12 of 31 consents are in; 4 critical are outstanding. Still open: Ridgefield Contract Manufacturing (no reply since Sep 4), the Arden University licence (in negotiation) and Kestrel Logistics (no reply). Ridgefield matters most: clause 18.3 lets it terminate within 60 days of the change of control, and it is Corventa's only drug-product site.
What must the steering committee decide this week?
Three decisions: the Ridgefield CMO consent, since Ridgefield can terminate the Corventa supply agreement until Oct 31; the Wave 1 go/no-go gate — confirm 99.5% match at Mock 3, with Nov 30 as the fallback; and the Brazil local entity, needed before the marketing authorisation transfer can be filed. They lead the week 6 brief.
13 screens from the working solution, on its sample data. Pick one to see it large.
The weekly cycle, the colour and synergy rules and who approves are settings, and every change is on the audit trail.
| Setting | Default | Choose from |
|---|---|---|
| Reports due | Tuesday 17:00 | Tuesday 17:00 · Monday 17:00 · Wednesday 12:00 |
| Steering committee | Thursday 08:00 | Thursday 08:00 · Friday 09:00 |
| Flag a late report after | 2 hours | Step up or down |
| Amber when critical-path tasks are late close to a go-live | Two or more late, float under 10 days | Threshold steps up or down · on or off |
| Red when a legal or regulatory clock will be missed | On | Consent windows, filing deadlines, works council dates · on or off |
| Evidenced needs a signed contract and an effective date | On | Claims without them stay Actioned · on or off |
| Synergy countersign | Omar Haddad | Omar Haddad · Rebecca Lang |
| Closing a risk | Risk owner | Risk owner · IMO lead only |
Every figure is labelled: a target the solution is built to, an estimate, a typical published result, or a proven one.
“demo” = seen in the working solution, on its sample integration · “estimated” = our estimate (about 14 analyst hours a week to consolidate twelve reports by hand, and the split of those hours). Project Harbor, Project Lark, Northwind Bio, Calderra Biosciences, Quillon Therapeutics, Ridgefield Contract Manufacturing, Brightline Clinical and every person named on this page are fictional — characters and sample data in the working solution.
Software the integration management office uses to run workstreams to Day-1, Wave 1 and Day-100 milestones, keep the risk and issue register, track synergies and report to the steering committee. Post-Merger Integration Management adds six agents that read every weekly report, check each colour against the workstream's own evidence and tie each saving to its contract, for the IMO lead to decide.
The Evidence Checker applies the playbook's colour rules to the workstream's own plans, trackers, test results and deadlines — late critical-path tasks within the float threshold of a go-live, missed exit criteria, legal and regulatory clocks. Where the result differs from the lead's colour, the workstream is flagged with at least two cited passages.
The Synergy Evidence Validator ties every claim to its locked baseline line, signed contract or decision, effective date and ledger, and finds claims that draw on the same contract. In the sample, $4.1M of CRO monitoring savings sat in two claims; it was booked once, to the initiative that owns the contract, and Finance countersigned.
Yes. In the working solution, Regulatory is checked against its transfer tracker — filed in 9 of 23 markets against a plan of 14 — and Quality against its SOP harmonisation matrix and the quality change freeze. Milestones such as local regulatory contacts, Qualified Person release continuity, CMO quality agreements and the clinical trial database cutover sit on the plan of record.
No. The Status Report Reader records the lead's colour as said, the Evidence Checker only proposes, and the IMO lead decides which colour goes into the brief. Risks are drafted with their source; only the owner, or the IMO lead on the owner's behalf, closes them.
For a deal that is signed but not closed, pricing, customer terms and pipeline plans stay in the clean-team room. Only named people see it, every view is on the audit trail, no agent of the solution reads it, and the steering brief never uses it.
Yes. Agents propose; the IMO lead decides every colour, Finance countersigns every saving against the locked baseline, and the executive sponsor approves the steering brief before it goes to the committee. Every decision is recorded with name and time.
The Agentic Solution Engine builds and deploys it from your requirements and documents — your integration playbook, workstream plans and a few weeks of status reports and synergy claims — and it goes live once every quality gate has passed. We will walk you through it on your own reports first.
Every answer drawn from one evidence library, cited and owner-approved.
1-min demoLegislative & Regulatory TrackingEvery relevant bill and rule read overnight and briefed with sources.
1-min demoEarnings Call PreparationLikely analyst questions answered from approved disclosures, cited.
1-min demoWe'll run Post-Merger Integration Management on a sample of your own workstream reports, plans and synergy claims.