The M&A transformation of a large insurer faced significant schedule delays that jeopardized acquisition deadlines. Merging three distinct companies into a single entity with a unified underwriting and account management platform demanded complex, cross-organizational coordination.
Thorough review of dependencies, schedule, costs, risks, and issues to establish a clear recovery baseline for the program.
Restructured the program into six value streams, aligned scrum cadences, and established a program board to visualize dependencies and timelines.
Developed a unified data model supporting the needs of all three legacy companies, enabling consistent reporting and operations post-merger.
Resolved data conversion delays by increasing infrastructure capacity and cleansing upstream source data. Delivered the underwriting platform for new bond types.
Successfully achieved the go-to-market target for completing the acquisition on time and within budget.
The M&A effort delivered up to 15% savings in operating expenses over 3 to 5 years.
Boosted the top line by approximately 7% year-on-year through the unified platform and expanded offerings.