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Consolidation is won or lost in the integration.

Romanian banking, insurance and leasing are consolidating fast. The deal is the easy part - value is realised, or lost, in merging two organisations, two cultures and two IT estates without disrupting the live business.

Financial services

Our point of view

What we see across the sector

  1. Integration capacity is the binding constraint. Deals are announced faster than organisations can absorb them - and most synergy erodes in the months after Day 1, not before it.
  2. Two IT estates, one timeline. Systems integration sets the real pace of a banking merger - it is where cost, risk and customer disruption concentrate.
  3. People decide the outcome. Key-position allocation, retention and culture - handled in the first 100 days - determine whether the combined entity performs.
Where we play - M&A INTEGRATION · OPERATING MODEL · LEADERSHIP

How we help financial-services clients

We run light, agile integration - sized to the capacity a bank can actually spare. A small permanent core plus rented capacity for peaks, granular weekly planning, reuse of existing tools over heavy new roadmaps, and the CEO and managers engaged from the earliest stages.

Because the people questions decide the result, we pair integration with leadership and search - allocating key positions, protecting business-as-usual, and stabilising the function before transforming it.

Selected financial-services work

All cases →

Selected cases include partner track record within previous firms.

The team behind our financial-services work

Alina Sîrbu (HR integration & change) and Ciprian Lăduncă (Senior Advisor - Financial Services).