Background:
- YA Group has completed four M&A acquisitions: Momentum Engineering, Guardian Group, Bloomberg Consulting, and Trophy Point
- YA Group integrated each of the acquired targets to its operating model; the degree of integration varied across different acquisitions, functions, and functional capabilities
- The scope of this review is the integration of the Finance function and related Level 1 and Level 2 capabilities across
- YA Group has integration trackers for the Finance function for each of the acquisitions, which reflect lists of acquisition integration activities. These integration trackers were analyzed by ChatGPT 4o, and a summary table was created. The summary table contains a breakdown of L1 and L2 capabilities within the Finance function, select key integration considerations (non-acquisition specific), lists of items integrated for each of the four acquisitions, and an attempt to classify the degree of integration for each capability as Full (>75% integrated, Green), Partial (25-75%, Yellow) and Limited (<25%, Red). Note that the summary table is completely derived from the analysis of the integration trackers.
- I am going to interview the lead of the Finance function of YA Group on the experience with integrating the four acquisitions, validate the findings from the integration trackers, review the integration gaps and inconsistencies across the four acquisitions, and subsequently come up with considerations for improvement of the integration approach for the Finance function.
- I will provide you the following information:
1. Four integration trackers for the Finance function, one per acquisition. Use this as the primary sources of truth (original dataset) in the analysis
2. Summary table depicting findings around the degree of integration of various capabilities of the Finance function across the four acquisitions
3. Directional example of the format of the output that I am expecting from you
Ask:
- Holistically analyze the data to understand the level of integration of various Finance related items across the four acquisitions
- Come up with findings related to the degree of integration for each of the following Finance domains: Financial Planning & Analysis (FP&A), Accounting & Compliance, Treasury Management, Financial Systems & ERP, Policies & Procurement. For each domain, summarize relevant findings in the following four sections (all focused on acquisition integration of the Finance function): General observations, Commonalities Across Acquisitions, Differences Across Acquisitions, Potential Areas for Improvement
- When building the response, support each inference with the specific examples / data points based on the integration trackers and summary table derived from it


1.1	Integration (PMI) tracker – Momentum Engineering
	Group	Topic	Description	Notes
	Finance			
1	Finance 	Due diligence report review	review and assign any missing items to integration list	Reviewed - all items accounted for on this list
2	Finance 	Copies of Bank Statements	Erin to use for Net Working Capital calculation	Sally provided
3	Finance	Access to Momentum accounts	Access to momentum accounts, and tools ( timeSlips, etc). 	Erin has access to server/TimeSlips
4	Finance	Cash transfer process	Determine what cash transfer needs we'll need for interim period to cover payroll, etc.   Should be interim until we update payment address etc.  Setup process for cash transfers as needed	Most checks going to YAES lockbox; forwarded from Mo office when received in Torrance
5	Finance	Expense Reimbursement	Determine short term process for expense reimbursement	Process mapped and communicated to team
6	Finance	TimeSlips to NetSuite Connection	Setup short term invoicing process using TimePlus and NetSuite feeds where applicable 	on track for March invoices to be sent from NS
7	Finance	Retainer Payments	Figure out how to handle in NetSuite 	Retainer functionality built and tested in NS
8	Finance/IT	Concur	Transition expenses to concur; set up accounts for Momentum users	Activation emails to be sent Aug 7th
9	Finance 	Net working capital finalization	Timing based on deal agreement terms	NWC completed; YA to issue wire to Momentum next week
10	Finance	Valuation	valuation work for acquisition (Cassel Salpeter?)	Draft valuation received 3/13
11	Finance	All Crosscharging Hours	YA/Momentum cross charging hours	Interim process outlined; YA project in NS; invoice to Momentum; CM processed in NS
12	Finance	Transition Momentum accounts to YAES	Electric, Water, Cable, internet	All new water/utility accounts opened at all locations, payment methods updated on all accounts
13	Finance	Compensation	Define Go forward Comp plan for Momentum	At Rich's discretion
14	Finance	Business Licenses	Carlsbad/Torrance/Vegas/Santa Ana	Business Licenses complete;  Santa Ana inspection scheduled for Aug 15th to complete COO
15	Finance 	Balance Sheet	Create closing and opening balance sheet on deal close	Completed and sent to CS
16	Finance 	Seller's Discussion with Armanino	Armanino (tax) with on post integration tax matters	Confirming what is on PBC list for tax items
17	Finance 	Close the books / consolidation	close the month of December	finalized 1/17
18	Finance 	Consultant review	review any other consultants used (accting / IT /others?) develop transition / need	Billing temp, IT consultant, Receptionist temp
19	Finance	Credit Cards	Create business process for credit cards to be approved/issued	Request approved by Rich/Jon; CC issued by Kristyn
20	Finance 	Earn out management	process for tracking / reporting	Michael/Erin to review revenue monthly with Jon after close
21	Finance / HR	Operational Reporting and Metrics	Reporting needed for accident reconstruction daily operation needs	Hours reporting being created
22	Finance	Sally Transition		
23	Finance	Fixed Asset List	Receive final fixed asset list from Momentum	Sally working old co 4 year audit
24	Finance	Historical Data Import	Review what data could / should be brought into NetSuite to meet reporting needs (financial and operational)	Total Project Costs being imported this week
25	Finance 	Time reporting	transition to NetSuite Time reporting (from TimeSlips)	Week of Aug 7th
26	Finance	System Training	Build out training plan and materials for transition to YA tools	Training Scheduled for Aug 9th

1.2	Integration (PMI) tracker – Guardian Group
No.	Group	Topic	Description	Notes
	Finance			
1	Finance 	Due diligence report review	review and assign any missing items to integration list	
2	Finance	Cash transfer process	Determine what cash transfer needs we'll need for interim period to cover payroll, etc.   Should be interim until we update payment address etc.  Setup process for cash transfers as needed	Initial $250k transferred into Guardian account to cover short term working capital needs, initial balance of pre-close cash in account being identified and will transfer to Todd.  Dan has created first draft need to be reviewed by Nathan
3	Finance	Cash Receipts tracker	begin reporting Momementum cash reciepts for week on consolidated tracker 	Nathan to work with Dan so we can include guardian in weekly email showing cash changes for each week.  Nathan to get access to bank account as first step, and some work needed to clear out non-acquired balance
4	Finance	Bank Account - DACA	DACA setup, needed if using their account.  Depending on plans / length	
5	Finance	Setup new BMO account	Depending on acqusition used as new BU or under existing subsidiary, may need to setup new BMO account for tracking cash	Not required
6	Finance 	Seller's A/R	Closing agreement requires A/R balance schedule at 30 days past close to be provided	Discussed with Dan, first step is invoicing for month of May, schedule will be locked once all invoice to track balance received post close and total A/R remaining (once collected) to be transferrred to seller.
7	Finance 	Copies of Bank Statements	Used for Net Working Capital calculation	Not required
8	Finance	Access to System accounts	Access to accounts, and tools ( time tracking, etc). 	Bank account access requested to Dan on 6/7.  Other tools depend on workplan, not urgent
9	Finance	Expense Reimbursement	Determine short term process for expense reimbursement	Based on initial conversations, likely doesn’t make sense at this time.  Moved to phase 2
10	Finance	Valuation	valuation work for acquisition 	Requested conslulting agreeemtent from GFCI (6/8), estimated at ~$20k
11	Finance	All Crosscharging Hours	Develop process to share YA / Guardian resources	6/8 - discussed with Dan L, almost all time entires today are done via xls template and uploaded by accountant.  Dan to send example of template, Nathan to work with Jeena on project setup to track YA consultant time to be invoiced
12	Finance	Transition 3rd party accounts	Electric, Water, Cable, internet	Based on initial conversations, likely doesn’t make sense at this time.  Moved to phase 2
13	Finance 	Balance Sheet	Create closing and opening balance sheet on deal close.  Per terms owe closing statement by 90 days	Based on discussion with Dan, most data is already complete, except need to invoice the month of May.  Will revist end of June
14	Finance 	Seller's Discussion with Armanino	Armanino (tax) with on post integration tax matters	Michael / Todd connect
15	Finance 	Close the books / consolidation	Setup process for closing the books/consolidating results until systems are migrated	6/8 discussed with Dan, will develop simplified process for hours / revenue that can be available shortly after the month.   Nathan will connect with Jeremy to make sure have enough for him to close the books.
16	Finance 	Consultant review	review any other consultants used (accting / IT /others?) develop transition / need	potentials:  IT consultant at some point (no rush), marketing consultant, very happy with current consultant
17	Finance	Credit Cards	Create business process for credit cards to be approved/issued	Amex currently personal guaranteed by Todd. ~30 existing cards
18	Finance	Fixed Asset List	Receive final fixed asset list from OldCo	
19	Finance 	Time reporting	transition to NetSuite Time reporting 	Current tool working, a few tech gaps with NS exist that would need to be developed to transition in future.  Nathan to work with Jeena on work required
20	Finance	System Training	Build out training plan and materials for transition to YA tools	
21	Finance	Retainer Payments		will get further detail. But not shared as significant from Dan
22	Finance	Off-Balance Sheet Accounts	Need to get details of current bank accounts that were not reported in Guardian financials.  	Dan to provide whatever documentation exists for support, Nathan to connect with Jeremy on if / what needs to be reported differently.


1.3	Integration (PMI) tracker – Bloomberg Consulting
#	Category	Activity Description	Notes
1	Time / Expense System Setup	Region structure within YA	Region created - BLOOM
2	Time / Expense System Setup	List of Projects - all required fields	received 5/10 - Jeena uploading to NS over weekend of 5/11
3	Time / Expense System Setup	List of Resources who Bill time	Employee records created in NS by Roderick on 5/10
4	Time / Expense System Setup	List of Clients - all required fields	Received and loaded
5	Time / Expense System Setup	Client/Project Classification Clean Up	Ashley sent final list
6	Time / Expense System Setup	List of Fields Required for Invoices; example invoices	sample invoices received; no outlier examples
7	Time / Expense System Setup	Export of time entry from 2019 forward/Project/Client Data	QB file provided to Nathan
8	Time / Expense System Setup	Discuss likelihood of sharing resources; direction on how to bill/what rates	rates aligned with AR rate card and finalized
9	Time / Expense System Setup	List of Required Fields for Reporting	NW Reporting created and shared week of 6/3; will create additional reporting as requested
10	Time / Expense System Setup	List of Resources/Rates card for each project	Received week of 5/6
11	Time / Expense System Setup	Rate cards - Market and Client specific	rates aligned with AR rate card and finalized
12	Time / Expense System Setup	List of Required Billable and Nonbillable Tasks	existing AR tasks to be used
13	Time / Expense System Setup	Nonbillable - use existing Admin project?	Rich confirmed that they will be using existing Administration project
14	Time / Expense System Setup	Multi-carrier project Allocation details	no multi-client projects
15	Time / Expense System Setup	List of Expense Types	to use existing expense types
16	Time / Expense System Setup	Plan for Budget/Historical totals imported 	historicals loaded to jedox
17	Time / Expense System Setup	Chart of Accounts	Received and sent to Mariana
18	Time / Expense System Setup	Finalize plan for Time entry prior to NS training	Employees will enter time into Time Tracker through 5/21 and in NS 5/22 forward after training
19	Time / Expense System Setup	List of Add On Billings; example invoices	Received and added into NS
20	Process Owners	Identify Time Approver	Ashley to approve time
21	Process Owners	Identify Project Set up admin	Demi/Laura/Michelle - AR existing project team to set up projects initially; train Ashley
22	Process Owners	Identify Invoicer(s)	first invoicing cycle occuring July 1
23	Invoicing	Logo	Approved and files received
24	Invoicing	Invoice Examples/Gap Assessment	Received; AR template to be used; keep consultant name on invoice upon approval
25	Invoicing	Retainer Balances	retainers imported
26	Invoicing	April/May invoicing plan	April 1 through close to be invoiced from QB by end of May; some maniupulated fields on invoice; sent with cover letter; Day 1 through June 30 invoiced from NS first week of July
27	Invoicing	Evaluate sales tax	Met with Anna; finalized tax plan for BB invoices 5/14
28	Invoicing	NS Invoicing Email distro to be created	will be using same email that all other AR recon invoices are sent from -  <PRESIDIO_ANONYMIZED_EMAIL_ADDRESS>
29	Invoicing	Email template(s) Created	Template approved by Rich for all of AR
30	Testing	Sandbox Testing	Projects and clients loaded into production
31	Reports	Examples of hour / revenue reporting	Requested reporting completed
32	Reports	PowerBI Considerations	Bloom region discussed as related to PowerBI and Jedox
33	Reports	Reporting required for compensation	Existing hours reporting to be used
34	Reports	Setup NetSuite reports after transition to replace legacy reports	Requested reporting completed
35	Concur	List of Credit Card Holders/Addresses	Kristyn to submit CC order with info from Ripping Enrollment; day 1
36	Concur	Credit cards ordered	ordered and expedited
37	Concur	Plan for transition credit card transactions 	charges on Chris' card will be entered to project by AP; all on personal cards will be entered into Concur; billable transactions on Chris' card to be put onto projects via AP team until credit cards are activated
38	Concur	Reimbursements for activity prior to close	Kathy processed reimbursements for activity through 5/21
39	Concur	List and Info to IT of NS/Concur Users	through Rippling data
40	Concur	Expense Reimbursement policy	YA Policy to be trained/distributed
41	Concur	Need employee bank details for reimbursement	Received through Rippling enrollment process
42	Concur	Accounts Created and Activation Emails Sent	Sent 5/22
43	Concur	Cancel old credit cards(where possible) - and communicate to employee	Chris B. confirmed all Bloomberg cards have been closed
44	Tax	Tax discussion	Discussed proper tax treatment on invoices; Anna to identify invoices for tax
45	Cash	Access to bank account	Received from Chris B. 5/22; Erin to create new logins 
46	Cash	DBA - for wires	Received and sent to BMO
47	Cash	Cut off for Checks to be sent to Lockbox	Checks to be sent beginning Day1 to lockbox - to discuss logistics/frequency week of 5/5 with Kathy/Ashley
48	Cash	Cash Application process	Walked through cash plan with Kerri on 5/16 - checks will be fedex'd to YAES lockbox starting Day 1; applied in NS as soon as open AR imported
49	NWC	Working capital needs	Rich/Wade confirmed potentially two scanners this year; Roderick to quantify needs after close
50	Payroll/Benefits	Determine date first paid from Rippling	May 31 pay date
51	Payroll/Benefits	Benefits Plan	Current Bloomberg benefits through June 30; All effective on YA benefits July 1
52	Payroll/Benefits	Hourly Employee Time Tracking	All hourly employees to enter all time into Rippling - Day 1
53	Payroll/Benefits	PTO	All employees accruing throughout the year and all have negotiated different amounts. We are moving all to unlimited through transition where they stop accruing and can use their balance. Once exhausted they move to YA plan; All employees to enter PTO into Rippling
54	AP	List of Recurring Invoices and Payment methods	Initial vendor list sent to Kristyn
55	AP	Account Access to all Online portals	List received of all usernames/passwords; Kristyn to work with Kathy to update payment info
56	AP	Determine timing of AP/NWC	All payments from YA after close; prior to close activity true up via NWC true up
57	AP	Update all recurring charges to new BMO Card	Kristyn to make payment changes once list received
58	AP	Identify Approval Process flow	All AP to be approved by Ashley; except equipment - Wade W.
59	AP	Per Diem	Plan established to put per diem option into Concur
60	AP	Create AP Inbox	<PRESIDIO_ANONYMIZED_EMAIL_ADDRESS> 
61	AP	Communication re: Upcoming Transition and training schedule	Communication re: system access, email, benefits, training schedule sent by Carolyn 5/22
62	Training	Training: NetSuite Time Entry/Concur	Training scheduled for 5/28 and 5/29; invites sent to Bloomberg team
63	Training	Training: NetSuite Project Set Up	existing team to set up projects initially/no training needed
64	Training	Training: Concur Expense Approval	Demi to train Ashley
65	Training	Training: NetSuite Time Approval	Demi to train Ashley
66	Training	Transfer Open AR to NS	Sent to IT for upload
67	AR	Building Lease	New lease signed 
68	Other	Final QoE	
69	Other	Budget? Projections? Run Rate?	
70	Other	Jedox tab - what do we need for financial deck/monthly reports? 	
71	Post-Closing	Trial balance	
72	Post-Closing	AR Aging	
73	Post-Closing	AP Aging	
74	Post-Closing	Unbilled time/revenue details	Received
75	Post-Closing	Support for any other material acquired balances (prepaids, deposits, tax liabilities, other accruals, etc)	Requested
76	Post-Closing	Banking access	
77	Post-Closing	Significant customer contracts 	
78	Post-Closing	Compensation plan details	
79	Post-Closing	List of subsequent AP disbursements (60 days post close)	
80	Post-Closing	List of subsequent AR/Cash receipts (60 days post close)	

1.4	Integration (PMI) tracker – Trophy Point
#	Category	Activity Description	Notes
1	Time / Expense System Setup	Region structure within YA	New Sub created
2	Time / Expense System Setup	List of Projects - all required fields	Erin has pulled all project data fields from Unanet
3	Time / Expense System Setup	List of Resources who Bill time	Erin has pulled all employee data fields from Unanet
4	Time / Expense System Setup	List of Clients - all required fields	Erin has pulled all available Client data
5	Time / Expense System Setup	Client/Project Classification Clean Up	Erin to work with Pete to validate Project/Client data and ensure only active projects/clients are imported
6	Time / Expense System Setup	List of Fields Required for Invoices; example invoices	Fields identified; Invoice examples received
7	Time / Expense System Setup	Export of time entry from 2019 forward/Project/Client Data	Working to extract all relevant fields
8	Time / Expense System Setup	Discuss likelihood of sharing resources; direction on how to bill/what rates	Meeting 10/2 to discuss requirements; one resource identified; time tracking/invoicing/payroll solutions to be finalized by next week
9	Time / Expense System Setup	List of Required Fields for Reporting	Erin to set meeting with Rich to talk through necessary operational reporting
10	Time / Expense System Setup	List of Resources/Rates card for each project	All resources can charge to all projects; manual rate card spreadsheet maintained
11	Time / Expense System Setup	Rate cards - Market and Client specific	Pete maintains a spreadsheet with all rates
12	Time / Expense System Setup	List of Required Billable and Nonbillable Tasks	Data has been extracted from Unanet
13	Time / Expense System Setup	Nonbillable - use existing Admin project?	TP does track nonbillable activities
14	Time / Expense System Setup	Multi-carrier project Allocation details	NA - no multi-client billings
15	Time / Expense System Setup	List of Expense Types	
16	Time / Expense System Setup	Plan for Budget/Historical totals imported to NS	
17	Time / Expense System Setup	Chart of Accounts	received
18	Time / Expense System Setup	Finalize plan for Time entry prior to NS training	Resources to continue to enter time into Unanet until NS integration
19	Time / Expense System Setup	List of Add On Billings; example invoices	No add-on billings
20	Process Owners	Identify Time Approver	
21	Process Owners	Identify Project Set up admin	
22	Process Owners	Identify Invoicer(s)	
23	Invoicing	Logo	Transitional logo complete
24	Invoicing	Invoice Examples/Gap Assessment	Received
25	Invoicing	Retainer Balances	retainers very rare
26	Invoicing	Aug/Sep invoicing plan	Aug mid cycle invoicing complete; Pete changing logo - holding off on changing bank info until new bank account opened
27	Invoicing	Evaluate sales tax	
28	Invoicing	NS Invoicing Email distro to be created	
29	Invoicing	Email template(s) Created	
30	Testing	Sandbox Testing	
31	Reports	Examples of hour / revenue reporting	Erin to set meeting with Rich to talk through necessary operational reporting
32	Reports	PowerBI Considerations	
33	Reports	Reporting required for compensation	
35	Concur	List of Credit Card Holders/Addresses	4 cc holders; Rich, Joe, Josh, Andrew
36	Concur	Credit cards ordered	
37	Concur	Plan for transition credit card transactions 	
38	Concur	Reimbursements for activity prior to close	Reimbursements manually entered into NS - NS accounts have been activated for those with expenses
39	Concur	List and Info to IT of NS/Concur Users	
40	Concur	Expense Reimbursement policy	Erin/Mariana/Pete working on interim billable expense plan; 
41	Concur	Need employee bank details for reimbursement	Complete - in Rippling
42	Concur	Accounts Created and Activation Emails Sent	
43	Concur	Cancel old credit cards(where possible) - and communicate to employee	
44	Tax	Tax discussion	
45	Cash	Access to bank account	
46	Cash	DBA - for wires	DBA shows active on website; awaiting documentation
47	Cash	Cut off for Checks to be sent to Lockbox	Checks being sent to lockbox by Pete; Pete changing payment insructions on invoicing week of 9/2
48	Cash	Cash Application process	Checks to lockbox; scans sent to Pete; Pete applying in Unanet
49	NWC	Working capital needs	on track for next week's deadline
50	Payroll/Benefits	Determine date first paid from Rippling	all pay details communicated to Mariana
51	Payroll/Benefits	Benefits Plan	effective 9/1
52	Payroll/Benefits	Compensation Impact Review	Determine employee reporting status for PowerBI/Billable/Nonbillable
53	AP	List of Recurring Invoices and Payment methods	all invoices being paid by YA AP team; all recurring charges updated to YA bank account
54	AP	Account Access to all Online portals	all invoices being paid by YA AP team; all recurring charges updated to YA bank account
55	AP	Determine timing of AP/NWC	
56	AP	Update all recurring charges to YA Bank account	all invoices being paid by YA AP team; all recurring charges updated to YA bank account
57	AP	Identify Approval Process flow	Rich to approve all invoices; no process change
58	AP	Per Diem	one client uses per diem; all other T&M projects are billed actual expenses, very little travel/expenses charged
59	AP	Create AP Inbox	
60	Training	Communication re: Upcoming Transition and training schedule	
61	Training	Training: NetSuite Time Entry/Concur	
62	Training	Training: NetSuite Project Set Up	
63	Training	Training: Concur Expense Approval	
64	Training	Training: NetSuite Time Approval	
65	Training	Transfer Open AR to NS	
66	Other	Building Lease	new lease signed
67	Other	Final QoE	
68	Other	Budget? Projections? Run Rate?	
69	Other	Jedox tab - what do we need for financial deck/monthly reports? 	
70	Post-Closing	Trial balance	
71	Post-Closing	AR Aging	
72	Post-Closing	AP Aging	
73	Post-Closing	Unbilled time/revenue details	
74	Post-Closing	Support for any other material acquired balances (prepaids, deposits, tax liabilities, other accruals, etc)	
75	Post-Closing	Significant customer contracts 	
76	Post-Closing	Compensation plan details	
77	Post-Closing	List of subsequent AP disbursements (60 days post close)	
78	Post-Closing	List of subsequent AR/Cash receipts (60 days post close)	


2. Summary Table
Primary Capability	Detailed Capability	Key Integration Considerations	Desktop Research	Working Session	Validation w/ Functions	#1 Momentum Engineering - Integration Level	#1 Integrated Items	#2 FCMC - Integration Level	#2 Integrated Items	#3 Guardian Group - Integration Level	#3 Integrated Items	#4 IN-Line Consulting - Integration Level	#4 Integrated Items	#5 Bloomberg Consulting - Integration Level	#5 Integrated Items	#6 Trophy Point - Integration Level	#6 Integrated Items
																	
Financial Planning & Analysis (FP&A)																	
Financial Planning & Analysis (FP&A)	Budgeting and forecasting	Forecasting assumptions; budget planning; financial models				Yellow	Budgeting processes; net working capital calculation integration (2, 9)			Red				Yellow	Budget discussions; projections; run rate analysis (69)	Yellow	Budget/historical totals imported to NS (16); compensation impact review (52)
Financial Planning & Analysis (FP&A)	Financial modeling & scenario analysis	Risk scenarios; investment models; template alignment				Red	Valuation model integration; earn-out tracking setup (10, 20)			Red	Valuation work for acquisition (10)			Red		Red	
Financial Planning & Analysis (FP&A)	Variance analysis	Central reporting; root cause analysis; variance tools				Red				Red				Red		Red	
Financial Planning & Analysis (FP&A)	Management reporting	Reporting timelines; BU-specific KPIs; dashboards				Yellow	Setup of operational reporting for accident reconstruction (21)			Yellow	Simplified reporting setup for hours/revenue (15)			Yellow	Jedox financial deck setup; monthly reporting requirements (70)	Yellow	Operational reporting setup meeting (31); PowerBI considerations (32)
Financial Planning & Analysis (FP&A)	Capital expenditure planning	Approval workflows; CAPEX criteria; tracking				Red				Red				Red		Red	
Financial Planning & Analysis (FP&A)	Performance metrics development	Unified metrics; KPI definitions				Red				Red				Yellow	Reporting required for compensation (33)	Yellow	Reporting required for compensation (33)
Accounting & Compliance																	
Accounting & Compliance	General ledger management	Unified chart; GL consolidation; automation				Yellow	Integration of closing and opening balance sheets; consolidation into YA Group's systems (15, 17)			Yellow	Closing/opening balance sheets (13); book closing processes (15)			Yellow	Trial balance preparation; general ledger updates (71)	Green	Trial balance setup (70); AR/AP aging reports (71, 72); transferring AR to NS (65)
Accounting & Compliance	Accounts payable	Invoice workflows; AP/AR automation; master data				Green	AP workflows and automation through NetSuite (6); retainer payments integration (7); Concur expense management (8)AP: Concur			Yellow	Credit card process setup (17); consultant review (16)			Green	AP aging report (73); AP inbox creation (60); vendor payment updates (55, 57); Rippling integration (50, 52)	Green	Recurring charges updated to YA bank account (56); AP inbox creation (59); approval process flow identified (57)
Accounting & Compliance	Accounts receivable	Payroll cycles; reporting alignment; compliance				Green	AR setup and workflow integration into NetSuite (3, 19)			Green	Seller's A/R management (6); crosscharging hours (11)			Green	Open AR transfer (66)	Yellow	Transfer open AR to NS (65); list of subsequent AR/cash receipts (78)
Accounting & Compliance	Tax compliance and reporting	Tax planning; compliance schedules; automated reporting				Yellow	Tax compliance integration with Armanino (16); alignment of business licenses (14)			Yellow	Post-integration tax discussions (14)			Green	Sales tax evaluation (27); tax plan finalization (44)	Yellow	Tax discussion (44)
Accounting & Compliance	Financial statement preparation	Automated statements; templates; consolidation				Green	Consolidated financial statements (17); historical financial data import (24)			Green	Balance sheet preparation (13); simplified closing process (15)			Green	Closing and opening balances (71)	Green	Trial balance setup (70); AP/AR aging (71, 72)
Accounting & Compliance	Regulatory reporting & compliance	Compliance tracking; regulatory alignment; reporting				Yellow	Completion of business licenses and COO regulatory requirements (14)			Red				Red		Red	
Treasury Management																	
Treasury Management	Cash flow management	Cash forecasting; policies; treasury systems				Green	Integration of cash transfer processes (4); working capital management into treasury operations (9)			Green	Cash transfer process (2); cash receipts tracker (3)			Green	Cash application process (48); lockbox setup (47)	Yellow	Access to bank account (45); cash application process (48)
Treasury Management	Banking relationships	Partner consolidation; account management; global portal				Red	Transition of banking access (12); utility payment methods update (12)			Yellow	Bank account access (8); DACA setup (4)			Green	Bank account access (45); DBA details for wire transfers (46)	Yellow	DBA documentation for wires (46); checks to lockbox process (47).
Treasury Management	Investment management	Policies; performance tracking; centralized decisions				Red								Red		Red	
Treasury Management	Debt financing and management	Debt covenants; schedules; refinancing				Red								Red		Red	
Treasury Management	Asset management	Asset registers; lifecycle tools; depreciation				Yellow	Fixed asset list integration and audit (23)			Yellow	Fixed asset list integration (18)			Yellow	Fixed asset updates (74); building lease signed (67)	Yellow	Building lease update (66)
Treasury Management	Liquidity planning	Liquidity framework; stress testing; pooling				Yellow	Working capital needs assessment (9); liquidity management integration (4)			Green	Cash transfer and reconciliation (2, 3)			Yellow	Working capital needs assessment (49)	Yellow	Working capital needs planning (49)
Internal Audit & Controls																	
Internal Audit & Controls	Internal control framework development	Control testing; risk system; documentation				Red				Red				Red		Red	
Internal Audit & Controls	Risk assessments and monitoring	Assessment tools; monitoring; mitigation				Red				Red				Red		Red	
Internal Audit & Controls	Compliance audits	Audit schedules; templates; findings integration				Red				Red				Red		Red	
Internal Audit & Controls	Fraud detection and prevention	Monitoring; response protocols; investigations				Red				Red				Red		Red	
Internal Audit & Controls	Policy enforcement	Enforcement tools; dashboards; alignment				Red				Red				Red		Red	
Internal Audit & Controls	Control testing and reporting	Testing; templates; reporting				Red				Red				Red		Red	
Financial Systems Management / ERP																	
Financial Systems Management / ERP	ERP system administration	BU modules; access protocols; maintenance				Green	Integration of TimeSlips into NetSuite (6); system training for employees (26)			Green	NetSuite transition (19)			Green	Region setup in NetSuite (1); employee records and client data loaded (3, 4); time entry plan (18); chart of accounts loaded (17)	Green	Region setup in NS (1); chart of accounts received (17)
Financial Systems Management / ERP	Financial data management	Governance; quality monitoring; archiving				Green	Import and governance of historical financial data (24)			Red				Green	Historical totals imported (16); project and client data exports (7)	Green	Time/expense data extraction (2, 3, 4)
Financial Systems Management / ERP	System integration projects	Legacy integration; testing; milestones				Green	Invoicing setup and integration (6); testing of system transition (25)			Yellow	Time reporting and NetSuite discussions (19)			Green	Time/expense system setup (2, 5, 6, 13, 15); Concur and NetSuite integration (37, 42); sandbox testing (30)	Green	Unanet to NS data transfers (18); sandbox testing (30)
Financial Systems Management / ERP	User training and support	Training curriculum; onboarding; support				Green	Training and onboarding for financial systems (26)			Yellow	Training plans under development (20)			Green	NetSuite and Concur training sessions (62, 64, 65); user activation (42)	Green	Training plans for NS and Concur (61, 62, 63)
Financial Systems Management / ERP	Reporting and analytics tools	Reporting alignment; dashboards; visualization				Red				Red				Yellow	Hour/revenue reporting (31); PowerBI integration (32); NetSuite report setup (34)	Yellow	Hour/revenue reporting examples (31); reporting for compensation (33)
Financial Systems Management / ERP	Data security and access control	Security protocols; access policies; monitoring				Red				Red	Bank account access setup (8)			Yellow	User setup in Rippling (39); credit card holder information collected (35)	Red	
Financial Policy Development																	
Financial Policy Development	Accounting policies and procedures	Standard policies; updates; documentation				Red								Red		Red	
Financial Policy Development	Expense management guidelines	Approval hierarchies; reporting; reimbursement				Green	Integration of expense reimbursement policy through Concur (5)			Red	Expense reimbursement deferred (9)			Green	Expense reimbursement policy (40); per diem setup (59)	Green	Expense reimbursement policy (40); interim billable expense plan (40)
Financial Policy Development	Capitalization policies	Thresholds; classification; review				Red				Red				Red		Red	
Financial Policy Development	Financial risk management policies	Risk frameworks; assessment; governance				Red				Red				Red		Red	
Financial Policy Development	Delegation of authority frameworks	Approval hierarchies; tracking; reviews				Yellow	Approval processes setup (19); credit card issuance policies (19)			Red				Green	Approval process flow (58); designated approvers (20)	Red	
Contracts & Procurement																	
Contracts & Procurement	Vendor management	Performance metrics; risk assessment; renewals				Yellow	Consultant and vendor review integration (18)			Yellow	Consultant review planned (16)			Yellow	Vendor list updates (54); recurring invoice management (55)	Yellow	Vendor payment updates (53, 54, 56)
Contracts & Procurement	Contract negotiation and management	Templates; software; approval workflows				Red				Red				Yellow	New building lease signed (67); significant customer contracts reviewed (77)	Red	
Contracts & Procurement	Purchasing processes and systems	Procedures; e-procurement; policy enforcement				Red	Integration of utility account management and payment methods (12)			Red				Yellow	AP approval process (58); transition to BMO card (57)	Yellow	AP approval process flow (57); per diem plan (58)
Contracts & Procurement	Spend analysis and reporting	Analytics; categorization; dashboards				Red				Red				Red		Red	
Contracts & Procurement	Supplier performance evaluation	Criteria; scorecards; review timelines				Red				Red				Red		Red	
Contracts & Procurement	Procurement policy development	Guidelines; updates; compliance				Red				Red				Red		Red	
Enterprise Risk Management																	
Enterprise Risk Management	Risk identification and assessment	Assessment templates; tracking; workshops				Red				Red				Red		Red	
Enterprise Risk Management	Risk mitigation strategies	Mitigation plans; tools; protocols				Red				Red				Red		Red	
Enterprise Risk Management	Risk monitoring and reporting	Dashboards; schedules; alerts				Red				Red				Red		Red	
Enterprise Risk Management	Business continuity planning	Continuity plans; testing; communication				Red				Red				Red		Red	
Enterprise Risk Management	Insurance management	Policy management; coverage tools; claims				Red				Red				Red		Red	
																	

3. Example of the output format
Financial Planning & Analysis (FP&A)
•	General Observations: FP&A integration showed varying depth. Bloomberg had comprehensive budget planning and data imports, while Guardian’s financial modeling and variance analysis were underdeveloped. Momentum focused on immediate financial needs like working capital, and Trophy Point prioritized operational reporting setup.
•	Commonalities Across Acquisitions: Budgeting and run rate analysis were emphasized across acquisitions, with consistent efforts to streamline financial planning. However, financial modeling and advanced variance analysis often received less focus.
•	Differences Across Acquisitions: Bloomberg's integration was particularly robust with detailed planning and risk scenario alignment, while Guardian had minimal financial modeling. Trophy Point had unique reporting requirements, and Momentum emphasized cash flow over detailed modeling.
Accounting & Compliance
•	General Observations: GL, AR, and AP processes were well-integrated for Bloomberg and Trophy Point, but Guardian experienced delays in AP workflows and tax compliance. Momentum had a phased AP integration, and Trophy Point streamlined vendor updates early.
•	Commonalities Across Acquisitions: Balance sheet consolidation and Concur for expense management were consistently applied. Data import of historical financials was emphasized.
•	Differences Across Acquisitions: Bloomberg was thorough with tax compliance and used internal resources effectively. Guardian relied on external advisors, and Momentum had a phased approach for AP automation. Trophy Point managed vendor integration efficiently.
Treasury Management
•	General Observations: Cash flow integration was consistent for Bloomberg and Trophy Point, with strong lockbox setups. Guardian and Momentum faced delays in banking transitions and focused heavily on short-term working capital.
•	Commonalities Across Acquisitions: Working capital and initial cash management were prioritized across all acquisitions, but integration speed and approach varied.
•	Differences Across Acquisitions: Bloomberg and Trophy Point had efficient cash management processes, while Guardian lacked a structured cash flow strategy. Momentum managed liquidity effectively but had slower bank transition updates.
Financial Systems & ERP
•	General Observations: ERP transitions were well-executed for Bloomberg and Trophy Point, with full NetSuite integration and extensive training. Momentum had well-planned ERP processes but phased implementations. Guardian had some training and security gaps.
•	Commonalities Across Acquisitions: NetSuite and Concur were common ERP platforms, with extensive user training for Bloomberg and Trophy Point.
•	Differences Across Acquisitions: Guardian faced delays and incomplete data security. Momentum’s ERP processes were implemented in phases, whereas Bloomberg was seamless.
Policies & Procurement
•	General Observations: Expense management policies were effectively integrated for Momentum and Trophy Point, while vendor management varied. Bloomberg had efficient vendor processes, but Guardian faced delays.
•	Commonalities Across Acquisitions: Concur was consistently used for expense integration, and AP workflows often phased.
Differences Across Acquisitions: Guardian had delayed vendor management updates. Bloomberg streamlined vendor integration, and Trophy Point automated AP early.