APA Mergers & Acquisitions Operational Execution Services

In its Mergers & Acquisitions Operational Execution Services, APA helps its Clients to look across silos to find company-wide solutions, innovate the change, and implement for real results. We help our clients break through status quo rigidity to prepare for the future.

Mergers and Acquisition Integration, in any industry, is challenging and requires a honed set of specific skills, disciplines, and experience.

In its Mergers & Acquisitions Operational Execution Services, APA provides the following services:

• Remote sites of the acquired group are of particular concern, as they raise questions about changing their entrenched set of operational methods, systems, staff, or vendors.

• The need for training and transition to a combined set of integration standards, and sustaining them, can also be challenging, with potential staff turnover and/or retirements.

• The need to additionally ensure seamless integration of services and operations and optimized workflows of the acquired or merged operations while optimizing becomes a daunting process.

• A precise adoption program and continual mutual communications, through all the stages of acquisition within existing systems and the practices and assets being acquired, become critical. APA slices the M&A operations into a series of key and deliberate steps in a cross-functional chain of events which allows:

  • Gap Analysis between existing workflows and operations and optimized acquisition integration objectives and standards.

  • Precise planning and communications to avoid confusion, distraction, and patient impact, during ongoing operations, as well as incoming integration.

  • Outlining a road map for transformation to refined, documented, new integration protocols.

  • Seamless integration of operations and cultures.

• Streamline and improve acquired locations, operations, costs, vendors and contracts, resources, equipment and inventory management, and scheduling.

• Repeated team site visitation, especially incoming acquisitions, to focus on relationship development; this is particularly effective in easing the upcoming operational transition.

• Establish initial targets for optimization, outright change, and rationalization.

• Manage the transition of newly incoming assets based on preliminary new central integration methodologies with the physician practice’s management team and leadership.