M&A Integration
End-to-end integration leadership for healthcare staffing acquisitions. Built by someone who has been the acquired employee, the acquirer's executive, and the independent advisor. Most integration plans look fine on a slide. The question is whether they survive contact with a salesperson who does not want their territory changed, an ATS that cannot accept the other firm's data, and a CFO who needs the synergies in the model by quarter three.
Who this is for
PE sponsors closing platform or add-on acquisitions in healthcare staffing. Strategic acquirers integrating a competitor or capability buy. Founder-CEOs who just sold and now have to deliver inside someone else's structure on someone else's timeline.
What BSG delivers
A talent thesis. Not a retention list. People are the asset, and integrations live or die on whether the right ones land in the right seats. The work is identifying who matters across every function the deal thesis depends on (sales, delivery, account management, recruiting, operations, finance, leadership), figuring out which seat each one belongs in post-integration, supporting them through the change, and doing the work to keep them there.
Diligence support during the deal. The operational risks the bankers will not flag, the talent risk across every function critical to the thesis, and the integration assumptions that should be in the model and probably are not.
A day-one plan that is implementable, not aspirational. People moves, communication sequencing, ATS and credentialing readiness, customer-facing continuity, and the change management cadence that holds the team through the disruption.
A 100-day integration roadmap with phase gates. People, process, technology, performance management, and the change discipline that protects revenue while the operating model shifts. Each phase has decision points so the sponsor and the management team see progress and can redirect rather than discovering at day 90 that the plan slipped.
Change management as discipline, not slogan. Stakeholder mapping, communications planning, leadership alignment, and the cadence that protects revenue-generating operations while the organization moves through transition. Built from a quarter century of running change inside healthcare staffing, not borrowed from a generic playbook.
Earn-out-period operating discipline when the deal structure includes one. The integration does not end at day 100. Integration regression after that point is what causes earn-out misses and thesis erosion. BSG runs the cadence that protects both sides.
Embedded program management. Integrations at scale need dedicated EPMO-grade discipline, not a project tracker someone updates on Fridays. BSG brings sector-fluent program management to the team on engagements that warrant it.
A sustain phase that hands the operating model to the permanent leadership team and gets out of the way.
How the engagement runs
Typical engagement runs 90 to 180 days for an active integration. Diligence-only engagements are shorter. Long-tail post-close support runs longer and lighter. Phases are scoped separately so cost and decision points are visible at each transition.
What changes after
An integrated organization that hits its post-close targets, retains the people across every function the deal thesis depends on, and delivers the synergies that were in the model. A management team that runs the operating cadence on its own. A sponsor that does not have to re-explain the thesis in board meetings.