Mergers and Acquisitions (M&A) Planning Prioritization 
E78 Partners
JANUARY 28, 2025
Every year seems to bring a unique blend of challenges for the M&A market, and 2024 was no different. The E78 PMI (Post-merger integration) practice specializes in helping clients overcome the intricate people, process, and technology challenges that accompany mergers and acquisitions.
E78 Partners
JUNE 16, 2025
Mergers and acquisitions are designed to create value, but too often, they fall short of that promise. Whether it is poor post-close planning, misjudged synergy estimates, or ineffective communication across teams, failure tends to follow patterns. Why Do Mergers and Acquisitions Fail?
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E78 Partners
MAY 16, 2025
In mergers and acquisitions , technology can be a powerful enabler – or a hidden barrier that slows value realization. At E78 , we understand that post-acquisition success hinges not just on people and processes but on how effectively systems align, data flows, and infrastructure scales.
E78 Partners
JUNE 17, 2025
Private equity sponsors pursue add-on acquisitions to accelerate platform growth, expand capabilities, and unlock synergies. Successful firms prioritize the right synergies from Day One. What Are Synergies in M&A? A well-known example of financial synergy is the merger between Exxon and Mobil in 1999.
Fpanda Club
JANUARY 23, 2025
Detailed workforce planning and head count analysis Hiring, onboarding, and managing personnel are typically the responsibility of human resources departments, rather than FP&A. As FP&A professional, how often do you feel that you do something you shouldnt? So, the scope of FP&A: what is in and what is out? Of course, they matter.
E78 Partners
MAY 14, 2025
As firms navigate rising interest rates and extended holding periods, Chief Information Officers (CIOs) are transitioning from traditional IT roles to strategic leaders who address challenges like legacy systems, cost pressures, and M&A complexities.
E78 Partners
MARCH 28, 2025
For PE operating partners, five key areas stand out as essential drivers of value creation: operational efficiency and margin improvement, digital transformation and AI integration, add-on acquisitions and consolidation, exit readiness, and talent optimization. years, the longest since 2005 ( McKinsey & Company ).
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