Day-100 Tech Integration Plan After Acquisition

Diligence that ends at red flags strands operators. A Day-100 plan turns ranked risk into sequenced workstreams with owners and acceptance criteria.

Foundation5 builds these plans in technical due diligence and often executes them — as with Smarsh. Start from the PE diligence checklist.

Scope Day-100 honestly

In scope: identity access, CRM continuity, invoice continuity, critical integrations, named system owners. Out of scope for most plans: greenfield ERP rewrites, full org merges, and AI launches on unclean CRM. Park longer bets with sponsors and dates.

Five workstreams

1. **Identity** — SSO bridges, privileged access review, revoke risky contractor access. 2. **CRM** — multi-org vs merge decision with honest cost curves; reporting bridges if merge waits — see Salesforce org merge after acquisition. 3. **Billing** — protect invoice and cash application; dual-run when needed. 4. **Integrations** — identity, CRM↔billing, portals; human owners on error queues. 5. **People** — convert key-person findings into retention, docs, or replacement.

Cadence and acceptance

Weekly steering across commercial, finance, and IT. Change freezes around close and first invoice cycle. Hypercare two weeks after each cutover. Acceptance examples: board pack reconcilable without a war room; invoice cycle completed; integration error age under SLA; owners published.

Related reading

CRM/ERP data quality in diligence. Salesforce consulting for CRM execution. Contact Foundation5 when calendars are compressed.

Practical interview agenda (90 minutes)

Spend thirty minutes with commercial leadership on where opportunities and renewals actually live. Spend thirty with finance on invoice adjustments and recognition. Spend thirty with IT on integration failures and who is paged. Cross-check answers — inconsistencies are findings.

Bring a printed system-of-record draft and force edits in the room. Ambiguity left unresolved becomes dual entry after close.

What good diligence looks like in the memo

Committees should see severity, cost ranges, thesis impact, and Day-100 owners. Soft language without numbers invites underpricing remediation. Attach sample queries and screenshots where allowed so debates stay factual.

Operators who skip these steps usually rediscover them under executive pressure. Document decisions, name owners, and revisit metrics monthly so gains compound instead of eroding with turnover. Foundation5 stays accountable to named business outcomes — coverage, forecast trust, diligence clarity, throughput — not tool checklists.