Post-acquisition integration
What should happen in the first hundred days after buying a network business?
Short answer
Join the two businesses where it matters first. One view of the build and its numbers, one flow for orders and faults, systems and data brought together in a planned order, the key people kept, and every promise in the deal case owned by a named person and measured from day one.
What comes first
- One set of delivery numbers both businesses trust, so the board sees the real position in the first weeks.
- The flow of work: how orders, faults and changes move between the two teams, tools and partners, and where they get stuck.
- Systems and data in a planned order, not all at once, so service and reporting keep running while they move.
- Key people: the ones the business depends on, and a reason for each to stay.
- The deal case: every benefit in it has a named owner and a measure.
How NJG Consultancy helps
Technical due diligence already ranks findings by what they mean for the first hundred days after the deal. NJG Consultancy then helps the leadership team act on them: delivery, operating model and, where it pays, AI agents doing the routine work, with a person signing off anything that matters.
Who does the work
Neil Grose, apprentice to the board in UK full-fibre network delivery. He led Lit Fibre's side of the integration that followed its sale to CityFibre (2024): see the track record.
What it is not
NJG Consultancy gives operational and technical findings. It does not give financial, legal or tax advice, and works alongside the advisers who do.
NJG Consultancy does not do network design, permits or construction software. For those, see Konstructiv, a separate company.
How it starts
Email hello@njgconsultancy.com with a couple of lines on the deal or the problem. Neil reads every message himself and replies with a straight answer: whether he can help, and how.
Last updated .