From acquisition
to integration.
Turn the deal handoff into a working finance function. Build a plan for cash, controls, the first group close and dependable multi-entity reporting.
Free to use · No sign-up · Export your work
Start with continuityWho can pay, approve, reconcile and report?
Then build comparabilityAlign definitions before combining results.
Finish with accountabilityOne owner, a date and evidence for every task.
The integration desk.
Adapt a fictional acquisition plan. Change the close date, assign owners and track what needs attention.
Fictional example unchanged
Your entries stay in this browser tab. There is no automatic storage or submission of tool inputs. Download a JSON plan to resume later, then load that file in your browser. Downloads are files you control; refreshing or leaving loses unsaved edits. The unsaved indicator clears after a JSON download or load, or when changes are exactly reverted. CSV and print do not save a resumable plan. Your browser may warn before leaving with edits, but download a copy rather than relying on that warning. Privacy-focused analytics measure page visits and performance, not your plan inputs. The starting plan and dates are fictional.
Milestones show completion of all tasks due on or before that day. Dates use calendar days; Day 1 is the acquisition close date.
Resolve the work holding you back.
No overdue, blocked, unowned or schedule-conflict tasks. Review upcoming commitments in the plan.
JSON retains the complete editable plan. CSV and print are outputs for review; only JSON can be reloaded here.
| Task & evidence | Workstream | Owner | Due day | Due date | Status | Priority | Remove task |
|---|
No tasks match this view. Change a filter or add a task.
How readiness works: completed tasks ÷ total tasks, with each task weighted equally. “Overdue” means the due date is before the review date and the task is not done. A task is blocked when manually marked Blocked or waiting on an unfinished predecessor. Use task IDs under “Predecessors & evidence” to set dependencies; self-references, missing IDs and cycles are rejected. A schedule conflict means a task is due before a predecessor. This compares planned calendar order only; same-day dependencies are allowed. Schedule conflicts remain visible on completed tasks and do not mean an unfinished dependency. The tool never shifts dates or changes completion automatically, and does not estimate durations or validate control effectiveness. Complete predecessor tasks before marking their dependents Done.
Make the plan specific enough to manage.
- Define the Day 1 requirements. Confirm continuity of payments, payroll, system access and financial records. Tailor the example before relying on it.
- Write the exit test. Replace “integrate reporting” with a concrete deliverable such as a reconciled group report, reviewed by the controller.
- Assign an accountable owner. Name who resolves the task. Link prerequisite tasks by ID, and use the evidence note to record the needed decision or proof of completion.
- Review exceptions, then export. Filter for overdue or blocked items. Print the execution brief for your integration meeting. Download JSON to resume the plan later, or CSV to move the full register into your own systems.
Why the first reporting package is waiting.
Task #9, the first combined management report, depends on opening-balance evidence (#4), chart mapping (#6), the close calendar (#7) and intercompany review (#8). In the starting plan those prerequisites are unfinished, so #9 appears in the action queue even though its Day 30 due date has not passed.
Task #6 also depends on #4. Finish #4 and the mapping task is no longer waiting on a predecessor; #9 remains blocked until all four prerequisites are done. The plan deliberately distinguishes “not late yet” from “ready to execute.”
On the example review date of October 11, the Day 1 access task (#3) and Day 7 opening-balance task (#4) are overdue. Address the critical overdue work and name the decisions that release downstream tasks. This is an illustrative sequence, not a universal acquisition requirement.
Try moving task #6 to Day 5. Its predecessor #4 is due on Day 7, creating a schedule conflict in addition to its waiting flag. Resolve the date order or revise the dependency after review; the tool will not move dates for you.
Build the operating rhythm.
The first 100 days of finance integration
A practical sequence from Day 1 continuity to a repeatable close, with deliverables and decision points for each milestone.
Read the guide →02 / VISIBILITYMulti-entity reporting that reconciles
Design the mapping, ownership, intercompany review and reporting bridge before attempting a full systems migration.
Read the guide →Connect the work
across the deal.
Keep acquisition integration focused on execution. Use the related resources when the work moves into diligence, recurring close or performance measurement.
- QoE Kit — organize the earnings-quality questions that feed the deal handoff.
- PE Close — turn the first integrated close into a recurring routine.
- Pro Forma Financials — explore how acquisitions affect the combined financial picture.
- Value Creation Plans — connect integration execution to measured business outcomes.
Questions before you start
Is this a complete acquisition integration checklist?
No. It is a finance workplan starter. Each acquisition has different systems, financing, reporting obligations, people and contractual arrangements. Add the workstreams and specialist reviews your transaction requires.
Does Day 100 mean the integration should be finished?
No. The milestones are a planning framework. Systems migrations and other changes may take longer. At Day 100, make unfinished work visible, assign owners and agree the next sequence.
Will the tool store or upload my plan?
No. Edits remain in memory in this browser tab, with no automatic storage or submission of your entries. Download JSON for a resumable copy and load that file later; files are read locally in your browser. The CSV is a separate full task-register export. Both include all tasks regardless of filters. Refreshing or leaving loses unsaved changes. Page-visit and performance analytics do not include your plan inputs.
How is integration different from diligence?
Diligence evaluates the business and transaction before commitment. Integration turns the approved deal assumptions into working responsibilities, systems and reporting. Carry unresolved diligence issues into the integration plan with an owner and a clear decision deadline.