§ I — Client Experiences
What Integration Leads Say About Working with Birchcrest
A selection of feedback from clients who have used our operational mapping, readiness workshop and sounding-board services across Singapore and the region.
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Integration engagements
8
Years of practice
4.7
Average client rating
SG
Singapore-based practice
§ II — Client Feedback
What Clients Have Said
Kevin Lim
Head of Corporate Development · Singapore
We used the operational mapping service ahead of our third acquisition in three years, and it was the most organised pre-close period we have had. The written summary was directly useful in the integration plan — not polished consulting language, just a clear picture of where the two businesses overlapped and where we needed to build new processes.
April 2025 · Operational Mapping
Siti Chong
Integration Lead · Financial Services · Singapore
The day-one readiness workshop was genuinely valuable. We had nine people in the room, and the structured format kept the conversation focused on things that actually needed to be decided — rather than the strategic questions that tend to take over. The one-page summary they produced afterwards became a reference document for the first two weeks.
March 2025 · Day-One Workshop
Rajiv Nair
Chief Operating Officer · Logistics · Singapore
Three months into the sounding-board arrangement now. What I appreciate is that the calls are brief and purposeful — they come prepared, ask questions that slow me down when I am moving too quickly on something, and the notes are accurate. It is not a large overhead, but it has been a useful anchor during a long and complicated integration.
Ongoing since February 2025 · Sounding-Board
Yee Teng Ong
Managing Director · Professional Services · Kuala Lumpur
We engaged Birchcrest for the operational mapping ahead of a cross-border combination. The process was more straightforward than I expected — two organisations with genuinely different ways of operating, and the summary they produced captured the differences accurately. Useful to have on paper rather than in people's heads going into the integration.
January 2025 · Operational Mapping
Joanna Wong
VP Operations · Technology · Singapore
I came to the day-one workshop sceptical that a single day could make a meaningful difference. It did. The structured agenda stopped us from revisiting decisions that had already been made, which saved hours of circular discussion. By the end of the day, everyone understood what they were responsible for on day one.
April 2025 · Day-One Workshop
David Menon
Integration Director · Healthcare Services · Singapore
We used the sounding-board arrangement across a nine-month integration. The value was not in any single call — it was in having a consistent outside reference point over that period. Someone who understood the history of the integration and could put the current questions in context. Worth more than it costs.
Completed April 2025 · Sounding-Board (9 months)
§ III — Engagement Summaries
How the Work Has Played Out
Engagement 01 · Pre-Integration Mapping
Professional Services Firm Combination — Singapore
The Situation
A mid-sized Singapore professional services firm was six weeks from completing an acquisition of a smaller regional competitor. The integration lead had no clear picture of how differently the two firms actually operated day-to-day.
The Work
Four weeks of operational mapping covering both firms, structured calls with operational leads in each business, and a written summary identifying three areas of significant overlap and two functions where the acquired business had no equivalent process.
The Outcome
The integration lead used the mapping document as the basis for the integration plan. The two areas without equivalent processes were resolved before close. The integration lead later reported that the first month of combined operations was less disruptive than prior transactions without comparable preparation.
"Having everything on paper rather than in people's heads made a real difference to how the integration started."
Engagement 02 · Day-One Workshop + Sounding-Board
Logistics Business Combination — Singapore and Malaysia
The Situation
A Singapore-based logistics operator acquired a Malaysian counterpart. The integration team was managing day-one logistics across two regulatory environments, two technology stacks and staff in three locations simultaneously.
The Work
A day-one readiness workshop with eight team members two weeks before close, followed by a five-month sounding-board arrangement. The workshop produced a readiness summary covering staff comms, systems access, customer notification and supplier transitions. The sounding-board calls addressed pacing, process decisions and communication with the acquired organisation.
The Outcome
Day one passed without customer-facing disruption. The longer sounding-board period helped the integration lead manage the pace of process standardisation, which was proceeding faster than the acquired organisation's staff were comfortable with. Adjustments were made before the issue became material.
"The sounding-board calls were brief, but they kept me calibrated throughout a long and complicated period."
Engagement 03 · Sounding-Board
Technology Platform Consolidation — Singapore
The Situation
A Singapore technology business that had completed two acquisitions in eighteen months was consolidating three platforms into one. The integration lead was managing an extended operational change process with no clear external reference point.
The Work
A nine-month sounding-board arrangement. Two calls per month with written notes. The conversations were used to review platform migration decisions, consider the pace of people-related changes and think through how to communicate operational changes to customers during the consolidation.
The Outcome
The consolidation was completed within the planned timeline. The integration lead noted that the sounding-board arrangement was most useful for decisions where there was no internal colleague with an independent perspective — a common situation when the integration lead is also accountable for the outcome.
"Having someone outside the business who understood the full context of what we were doing was genuinely useful across nine months."
§ IV — Get in Touch
Contact Birchcrest
If any of the above is relevant to your current situation, we are glad to take a short call to discuss whether one of our services might be of use.
Telephone
+65 9824 5176Address
18 Cross Street, #11-09
Cross Street Exchange, Singapore 048423
Office Hours
Monday – Friday: 9:00 am – 6:00 pm SGT
Professional Credentials
Singapore Business Federation
Professional membership since 2021
ACCA Affiliate Practitioners
Advisory team professional affiliation
Regional M&A Advisory Network
South-East Asia operational advisory cluster member
§ V — Your Turn
Working through a combination at the moment?
If you are in the middle of an integration or approaching one, we are glad to talk through whether Birchcrest can be of use.
Request a Consultation