Situation
- $45M Behavioral Health practice seeking to facilitate an effective acquisition and integration of a key target
- Deliberate approach to planning and executing the integration was needed through establishment of an IMO
- Target company had small management and leadership team, limiting our client’s exposure to them during planning phase
- Client required strong IMO team to act as conduit between target and buyer, create structure in integration process, and ensure execution, accountability, and appropriate communication
- SLKone was hired to establish and support the Integration Management Office through a smooth integration of the two organizations
Bespoke Solutions
- Organized and led integration onsite with leadership teams to discuss expectations, strategies, concerns, and develop an understanding for what each function does well plus areas for improvement
- Worked with key stakeholders to develop a detailed project plan, unique to the business functions’ needs and aligned to desired outcomes; created and managed in MS Smartsheet
- Metric dashboard created to be presented to the board and equity sponsor
- Developed all communication documents, managed, and tracked roll out process
- Documented and tracked all identified risks, worked with direct team members on mitigation strategies and execution
- Initiated development of measurements for patient outcomes and future tools for measuring all identified KPI’s
- Facilitated discussions and alignment on future state of physician recruitment strategies and physician compensation models
Leading With Results
- Achieved a successful close and transition to post-close activities; risks managed directly by SLKone
- Integration on target for completion at time of conclusion of project
- Developed culture of accountability through various reporting metrics and increased visibility to workstreams’ progress
- Aligned clinical operations focus to future where industry moved to value-based care
- Successfully navigated various roadblocks resulting from communication barriers, new employees, and fractured organizational structure