Post-Merger Finance Integration: Org Redesign & Change

Global automotive manufacturer (Japan/Italy merger) · Role: Org Design & Change Lead (workstream)

The challenge
A Japanese automotive-parts manufacturer, freshly merged with an Italian company, needed to combine two separate finance organisations into one. Post-merger integration is one of the hardest changes an organisation faces: two sets of processes, two role structures, two cultures, and a workforce anxious about where — or whether — they fit in the new design. Get the redesign wrong and you lose people, duplicate work, and stall the very synergies the merger was meant to deliver.

What I did
I supported the redesign of the merged finance organisation and led the change and communications for the programme. I mapped the as-is processes and roles across both legacy organisations to establish a clear baseline, then contributed to recommendations on how to restructure into a single target operating model. Alongside the structural work, I designed the communications and training mitigations to carry people through the transition — addressing the uncertainty directly rather than letting it fester across two nervous, newly-merged teams.

The outcome
The client moved toward a single, coherent finance organisation with a clear view of how processes and roles would combine — and a communications and training plan built to bring both legacy teams along rather than leaving integration to chance.