Discuss your projectConsolidated reporting and one version of every customer and invoice while both businesses keep running. We connect the acquired company’s CRM, finance, and field tools to the parent, one workflow at a time.
Illustration of a post-acquisition integration built by Baybloom: the acquired company’s ERP, the parent’s CRM, and group accounting sharing one set of customer records.
Operating partners, integration leads, and the COO or CFO of a company that has just made an acquisition or been acquired. The work usually starts in the first months after close, when the operating plan assumes shared visibility the systems cannot yet provide.
The workflow
The steps we see most often in this kind of operation.
Features
Finds the same customer or supplier across both businesses, proposes a merge, and keeps a cross-reference so history from either side stays traceable.
Translates the acquired company’s ledger codes, tax codes, and cost centers into the parent’s structure so consolidated financials post correctly every period.
Holds both price books side by side and applies the right terms to each customer while the commercial teams decide which structure survives.
Shows the integration team which flows are live, how many records moved, and which exceptions are open, by company and by record type.
Gives staff from both businesses one sign-in to the tools they now share, with roles that reflect the new reporting lines.
Records what moved, from which system, and who resolved each failure, so finance and auditors can follow any consolidated number back to its source.
Your first release
How the work runs
We start with the people doing the work and the systems around it, then write down the first release: what it includes, what it leaves for later, the integration decisions, and the acceptance criteria. Nothing is built until that scope is agreed.
We build in releases you can review as the work takes shape, using realistic data. Every release carries tests, a security review, and documentation. Integrations are tested against real records, with exceptions visible.
Your team receives the documentation, the runbooks, and the training to run the system, and we stay on for continued engineering when you want it.
Scope and price
Every project is priced from a written scope. These are the factors that move it most.
Each CRM, ledger, or field tool that must connect adds its own mapping, validation rules, and testing against real records from both businesses.
Duplicate customers, missing tax codes, and inconsistent product codes must be cleaned or handled by rule before records can move without constant exceptions.
Systems with documented APIs connect directly, while older packages may need scheduled exports or database access, which adds design and testing effort.
Customers and invoices make a contained first flow, and each additional record type such as work orders, inventory, or pricing adds its own rules.
Regional services group
After an acquisition, the acquired company usually keeps its CRM and an older accounting package, and the parent’s finance team matches customers and invoices by spreadsheet. A sensible first release names the parent’s finance system as the record for invoices, leaves customers in the acquired CRM for now, and moves invoices on a schedule with validation and retries. When a tax code is missing, the invoice lands in an exception queue for the acquired company’s billing lead. Consolidated reporting starts from records both sides accept. Customers and work orders move next, once duplicates are matched and confirmed.
Questions
What buyers ask before a project like this starts.
Not to connect them. The first release usually keeps both systems and decides who owns what. Replacement is a later, separate decision, made once the records are consistent and the operating team has a view of what each system actually does.
We look at every route before committing: supported exports, scheduled transfers, database access, or a smaller change to the workflow. A fragile connection is worse than an honest manual step with a clear owner.
We move one flow at a time, validate it against real records, and run the old process in parallel until the reconciliation report is clean. Nothing is switched off until the numbers agree.
Yes. The same record-ownership approach and exception handling can be repeated at each company, and the reporting layer can be shared. See the private-equity page for how a portfolio assessment prioritizes that work.
A finance lead who can rule on invoices and accounts, an operations lead from the acquired company, and someone with administrator access to each system. Those three people make most of the ownership decisions, and regular, short decisions from them keep the integration moving steadily.
Matching rules compare names, addresses, tax identifiers, and billing contacts, then propose pairs for a person to confirm. Confirmed matches share one reference across both systems, and uncertain ones wait in a review list, so every merge of customer history rests on a confirmed decision.
The record-ownership map and the connected flows are designed to take another company. The next acquisition reuses the same rules, validation, and exception queue, so the effort concentrates on mapping the new systems rather than rebuilding the approach from the beginning.