When the letter of intent is signed, pre-merger planning should begin.

Integration Plan

Activities between signing and close should be aimed at planning the first 100 days post-close for each work stream
Quickly identify post-signing work (beyond planning) that can start pre-close

Pre-Merger M&A Integration Efforts

Identify comprehensive list of projects within each work-stream
Assess internal and external staffing requirements
Establish calendar by functional area and for entire transition effort
Identify what work will be done pre-close
Charter & kick off each work stream

Pre-Merger Deliverables

Daily transition updates and issue escalation process
Charter
Identify sub-projects within each work stream
Identify issues and risks
Approach for engaging appropriate Tiger resources
100-day post-close plan

Pre-Merger Roles and Responsibilities

Board of Directors Oversight Committee
The transition team will look to the Board for guidance on high priority decisions.
Steering Committee
Responsible for escalation to the BoD for high priority transition issues. Provides the teams with key messages, high-level goals, non-negotiables, and resources.
IMO
Ensures teams apply our methodology and adhere to schedules, costs and scope. Participation of IMO resources is full-time.
Management Team
Dashboard reporting and discussion.

Integration Vision

Integrate the two companies in an aggressive time frame that enables Acquirer to quickly realize targeted revenue and cost synergies.

Integration Strategy

Under the direction of the Board, a steering committee, an IMO will be established to manage and implement multiple concurrent integration work streams focused on: