Post-Merger Synergy Value-Capture Leader

The mandate

Six months after merger close, the reported value case counts price increases as integration benefit in one market, claims procurement savings before old contracts expire and omits customer penalties from distribution changes. Several functions use headcount plans instead of ledger evidence. The synergy finance leader was removed after the board found benefit totals exceeded the original case without improving cash.

The interim must join São Paulo within two weeks and lead value capture for eighteen months through two annual planning cycles. Recruitment of a permanent integration-value executive begins after three quarters reconcile approved initiatives to actual cash and operating measures, expected in month ten. The successor will chair a contested benefit review and capital reallocation during an eight-week overlap.

Handover requires every material initiative to have a counterfactual, accountable executive, financial and operational measures, investment cost, timing, interdependency and evidence of realised cash or capacity. Duplicate benefits and market effects must be removed. The successor inherits initiative dossiers, integration-cost commitments, missed cases, customer impacts, forecasts and unresolved executive disputes.

The interim may reject unsupported benefit, freeze portfolio reporting, require reforecast, stop funding for an unevidenced initiative and reallocate up to BRL 180 million within the approved integration envelope. Pricing, plant closure, customer terms, redundancies and capital above delegated limits remain with established executives. Finance validates realised value; business owners deliver the underlying actions.

Business-as-usual budgeting, commercial strategy, procurement negotiation, factory management and acquisition accounting remain out of scope except where they evidence an initiative. The seat owns merger counterfactuals, value governance, investment tracking, portfolio decisions, reporting integrity and permanent succession. It cannot manufacture synergy by relabelling ordinary performance or deferred expenditure.

Why this seat is open

The unreliable scorecard weakened board confidence and allowed integration choices to proceed without real economic challenge, followed by leader removal. Initiative owners and integration teams benefit from reporting success, while finance lacks authority to stop weak cases. A temporary value executive can reset evidence and exercise funding decisions across two planning cycles.

What you will own

• Rebuild the merger value baseline across pricing, volume, procurement, manufacturing, overhead, working capital and tax-effect inputs.
• Define counterfactual, owner, timing, recurring value, cash conversion, investment and operating proof for each initiative.
• Remove double counts, market effects, deferred costs, stranded capacity and benefits already embedded before close.
• Reconcile initiative claims to ledgers, purchase orders, payroll, throughput, customer measures and cash.
• Run downside and interdependency reviews where one initiative displaces value or raises cost elsewhere.
• Command quarterly portfolio choices to accelerate, redesign, pause or stop initiatives and reallocate investment.
• Transfer dossiers, reporting controls, decision history, executive commitments and unresolved leakage through successor-led committees.

Candidate qualifications

• Held executive synergy-finance authority through a multinational consumer or industrial merger after legal close.
• Rebuilt a value case when pricing, market movement and ordinary operating performance were mislabelled as synergy.
• Linked procurement, manufacturing-network, workforce and working-capital initiatives to ledger, cash and operating evidence.
• Challenged senior business owners and stopped politically protected initiatives whose counterfactual or full economics failed.
• Managed integration spending, stranded capacity and customer disruption alongside recurring gross-benefit reporting.
• Handed value governance to permanent leadership after multiple quarterly reviews and two annual planning cycles.

Non-negotiables

• Can start in São Paulo within two weeks and travel monthly across markets and operating sites.
• Will accept exclusive executive accountability for merger value evidence and continuous committee escalation.
• Brings realised post-close synergy governance; pre-deal modelling or programme reporting alone is insufficient.
• Must disclose relationships with either legacy company, advisers, suppliers, customers and investors.

1. 49 words maximum. Describe a reported merger synergy you removed after finding ordinary pricing or market movement.
2. 49 words maximum. Which operating evidence best proves procurement benefit has converted into recurring cash value?
3. 49 words maximum. State your São Paulo start and the largest post-close value portfolio you directly governed.