PROOF
Selected engagements
led by SPX’s founder.
A sample of transaction and integration work led by SPX’s founder. Each demonstrates the operating-partner-class execution behind the methodology.
M&A pOST-CLOSE INTEGRATION · Finance Integration & ERP Migration
Life360 integrates Tile.
A connected-location company folding an acquired hardware brand’s finance and systems into its own.
90 days
to single-ERP finance
The situation. Life360 acquired Tile and needed to integrate the two finance organizations — combining processes, systems, and reporting into a single operating environment on a tight clock.
What we did.SPX designed new finance processes and re-engineered existing ones, migrated data from Tile’s ERP into Life360’s ERP, and produced the requirements and roadmap to extend Life360’s ERP to accommodate Tile’s business operations — managing the change throughout.
Results.
✦ Completed due diligence and valued the targets within 30 days.
✦ Orchestrated negotiation and execution of the acquisitions within 30 days.
✦ Structured the deals to retain all key and critical employees.
✦ Delivered Day 1 integration plans guiding the acquirer and both targets.
M&A Post-Close Integration · Due Diligence & Day 1 Planning
Digital Yalo acquires Ninja Multimedia and My Favorite Nephew
A founder-led marketing agency expanding its capabilities through acquisition.
30 days
diligence to close
The situation. Digital Yalo had no formal Corporate Development function, so SPX served as one on an interim basis — here, identifying acquisition risk, valuing the targets through an expedited due-diligence process, and defining the value drivers and KPIs that measured whether the deals would be accretive.
What we did.SPX completed diligence, valuation, and negotiation support on an aggressive timeline and produced the Day 1 integration plans that guided the companies through close.
Results.
✦ Completed due diligence and valued the targets within 30 days..
✦ Orchestrated negotiation and execution of the acquisitions within 30 days.
✦ Structured the deals to retain all key and critical employees.
✦ Delivered Day 1 integration plans guiding the acquirer and both targets.
M&A Post-Close Integration · Full Integration Execution
New Mountain Learning merges with Carnegie Learning
Two educational-publishing competitors, vastly different in product, strategy, customers, operations, and systems, combining into one entity.
1
unified IT environment
The situation. SPX built a multi-phase integration strategy focused on stabilizing the enterprise and capturing synergy fast — designing the combined organization, defining how critical processes and reporting would run across two system environments, and identifying immediate cost-saving overlaps.
What we did. SPX then led the migration to a single technology environment: one HRIS, one sales/lead-to-quote platform, and one ERP for all business processes.
Results.
✦ Retained and grew key customer accounts through the integration.
✦ Retained critical employees throughout the effort.
✦ Consolidated two very different businesses onto one common IT environment.
✦ Positioned the combined company for organic growth and a backlog of identified operational improvements.
M&A Post-Close Integration · Acquisition Strategy & Valuation
Lumileds builds an acquisition valuation capability
Newly spun off from Phillips, Lumileds was ready to acquire in adjacent high-growth industries but had no valuation tools or methodology.
0→1
valuation capability built
The situation. SPX documented a valuation methodology that aligned every stakeholder — roles and responsibilities, cost-of-capital treatment, and when to use which valuation approach — then built custom models to determine the intrinsic value of each target and the additional shareholder value each deal could create.
What we did. The models became a core component of Lumileds’ due-diligence process for evaluating targets.
Results.
✦ Built a valuation methodology where none existed.
✦ Delivered custom models to value and justify bids on multiple targets.
✦ Embedded valuation into the client’s ongoing due-diligence process.
M&A Post-Close Integration · Finance Integration
Tesla integrates SolarCity and Grohmann Automation
Tesla acquired two companies with different finance organizations, different ERPs, and different ways of operating — all needing to fold into Tesla.
100%
critical-employee retention
The situation. SPX designed and stood up a combined finance organization with a rationalized reporting structure, then assessed the gaps between Tesla’s environment and each acquired company’s — turning those gaps into business requirements and interfaces — and migrated data and processes with minimal disruption.
What we did. Data was migrated where applicable, and SPX ran user acceptance testing and training to move both teams quickly onto Tesla’s environment.
Results.
✦ Retained 100% of critical employees across both integrations.
✦ Migrated finance employees into Tesla’s environment within six months while holding existing finance SLAs.
✦ Produced an inventory of operational improvements to maximize finance efficiency.