The integration cockpit — turning M&A status into an executable cutover plan, workstream by workstream, blocker by blocker, dollar by dollar.
Integration is the value and the risk: $5.6M of synergy is still unbanked across 4 in-flight brands at 67% average completion, with 8 open blockers gating the cutover. Clear the critical path and bank the run-rate before the next deal.
4 of 4 headline metrics improving vs prior · still off target: M&A Synergy Realization 78.0% vs 100.0%, Adj. EBITDA Margin 14.8% vs 16.0%, SG&A % of Revenue 19.2% vs 18.0%
Open blockers hold the cutover — and $5.6M of unbanked synergy — hostage across the 4 in-flight brands.
Gates the cohort cutover (and the exit).
Purchasing / vendor consolidation is leaking run-rate: $7M actual vs $9M plan ($-2M variance) — it compounds into the forecast quarters.
Owner: Procurement
ISC is underwater at 1.0x — $2.1M spent against $2M realized; halt discretionary spend until capture catches up.
Protect the ≥1.3x deals as the playbook
Faster integration is Pavion's #1 priority — it is where the deal value is created and where it leaks. This view turns "status" into an executable plan: the 4 in-flight brands, their six workstreams, the blockers in the way, and the ~$5.6M of synergy still unbanked waiting on the cutover.
Do this: work the blocker named in each card first; if none, push the lowest-% workstream to its target date.
Read across each row for the brand's weak spot; read down each column for the workstream that's stuck enterprise-wide. Tint = status; number = % complete.
| Brand | ERP / Ledger | Customer Master | Quoting / CPQ | Tech Stack / Network | Org / Branding | Field / Dispatch |
|---|---|---|---|---|---|---|
| RFI Enterprises | 90% | 85% | 70% | 88% | 95% | 75% |
| ISC | 55% | 60% | 30% | 65% | 80% | 50% |
| ECD Systems | 85% | 78% | 75% | 82% | 90% | 70% |
| Signet | 40% | 45% | 20% | 50% | 70% | 35% |
Do this: assign each open blocker a named owner and a date; the Blocker/High rows are the ones holding synergy hostage.
| Severity | Brand | Workstream | Description | Owner | Due | Status |
|---|---|---|---|---|---|---|
| Blocker | ISC | Quoting / CPQ | Legacy estimator has no API; quote history export blocked on vendor — stalls CPQ cutover. | Todd Jackson | 2026-09-15 | Mitigating |
| High | ISC | ERP / Ledger | Chart-of-accounts mapping unresolved for 3 cost centers; revenue still books region-only (Birmingham 45% coverage). | Keith Ikels | 2026-10-30 | Open |
| High | Signet | Customer Master | ~200 duplicate accounts vs golden record need steward review before billing migration. | MDM steward | 2026-11-30 | Open |
| Medium | Signet | Tech Stack / Network | Site network upgrade gating SOC failover; waiting on circuit provisioning (vendor lead time). | Infrastructure · IT | 2026-11-15 | Open |
| Medium | RFI Enterprises | Quoting / CPQ | Price-book reconciliation: 40 SKUs priced below governed floor; RevOps reviewing. | Todd Jackson | 2026-09-20 | Mitigating |
| Medium | ECD Systems | Field / Dispatch | Tech certs not yet mapped to common dispatch; manual routing in Columbus metro. | Field Ops | 2026-10-10 | Open |
| Low | recent acquisition | Org / Branding | Customer comms on brand transition pending legal sign-off. | Integration PMO | 2026-08-31 | Mitigating |
| Low | RFI Enterprises | Field / Dispatch | Bay-area crews not yet on common telematics; minor utilization drag. | Field Ops | 2026-09-30 | Open |
Do this: the negative-variance programs are leaking run-rate — put a 90-day recovery plan on each before they compound into the forecast quarters.
| Program | Owner | Plan $M | Actual $M | Variance | % captured |
|---|---|---|---|---|---|
| P&C insurance consolidation | CFO · Treasury | $4M | $4M | +$0M | 100% |
| Fleet / auto program | Procurement | $3M | $3M | +$0M | 100% |
| Purchasing / vendor consolidation | Procurement | $9M | $7M | $-2M | 78% |
| Systems (CRM / ERP / HR) | IT · Keith Ikels | $6M | $4.2M | $-1.8M | 70% |
| Real estate / office overlap | Facilities | $2M | $1.1M | $-0.9M | 55% |
Do this: protect the ≥1.3x deals as the playbook; for sub-1x deals, freeze discretionary integration spend until synergy capture catches up.
| Brand | Acquired | Budget | Spent | Synergy target | Synergy realized | ROI | Status |
|---|---|---|---|---|---|---|---|
| ISC | 2024 | $3.8M | $2.1M | $3.6M | $2M | 1.0x | In progress |
| ECD Systems | 2024 | $3.4M | $2.6M | $3.5M | $2.7M | 1.0x | In progress |
| Signet | 2024 | $3M | $1.2M | $3M | $1.2M | 1.0x | Early |
| RFI Enterprises | 2023 | $4.6M | $3.6M | $5.4M | $4M | 1.1x | In progress |
| AFA Protective Systems | 2022 | $3.2M | $3.1M | $5M | $4.4M | 1.4x | Integrated |
| Firecom | 2021 | $1.8M | $1.7M | $2.6M | $2.4M | 1.4x | Integrated |
| DavEd Fire Systems | 2021 | $1.4M | $1.3M | $2M | $1.8M | 1.4x | Integrated |