Acquisition Project Plan Template: A Day 0 to Day 100 M&A Integration Plan
This acquisition project plan template gives you a complete, pre-filled integration plan for a business you are buying: five phases from Day 0 through Day 100, nine workstreams with named owners, a RACI matrix, a 20-row integration checklist you can paste into Excel, a risk register, and a worked synergy example with the math shown.
An acquisition project plan template is the working schedule for integrating a company you buy. It splits the work into phases (Day 0 before closing, Day 1, then Days 1 to 30, 31 to 60 and 61 to 100), lists each task by workstream with one owner, a due date and a dependency, and is reviewed weekly by an integration lead.
What an Acquisition Project Plan Template Should Include
Most templates on the first page of Google are blank spreadsheets or a list of headings. A plan you can run needs seven parts, and each one is on this page:
- Phases with exit tests from Day 0 to Day 100.
- Workstreams covering people, finance, IT, operations, customers, legal and communications.
- Named owners on both the buyer and target side.
- A RACI matrix for the decisions that cause friction.
- A task checklist with phase, owner, dependency and status.
- A risk register with warning signs and owners.
- A synergy tracker showing run-rate and realized cash.
Why bother with this much structure? Harvard Business Review put the failure rate of mergers and acquisitions at between 70% and 90% in a March 2011 article by Clayton Christensen, Richard Alton, Curtis Rising and Andrew Waldeck (The New M&A Playbook). A written plan does not guarantee a good outcome, but it makes problems visible while there is still time to fix them.
The Five Phases at a Glance
The table below is the spine of the plan. Every task in the checklist further down maps to one of these phases.
| Phase | Window | Goal | Key outputs | Done when |
|---|---|---|---|---|
| Day 0 | Signing to closing | Plan everything you can before you own it | Leads named, Day 1 checklist, messages drafted | Every Day 1 item has an owner and a tested fallback |
| Day 1 | Closing day and the first week | Nothing breaks and everyone hears the same story | Announcements, payroll, access, insurance | No missed payroll, no surprised key customer |
| Days 1 to 30 | First month | Stabilize people, customers and cash | Retention done, key accounts called, org chart | Top customers have a named owner |
| Days 31 to 60 | Second month | Start integrating the processes that create value | First merged close, system decisions, synergy tracker | Each synergy has an owner, date and dollar figure |
| Days 61 to 100 | Third month and a bit | Lock in the gains and hand off to normal management | Savings banked, long projects scoped, Day 100 review | Open items sit with functional owners |
The 100-day horizon is a planning convention, not a legal deadline. Track longer projects, such as an ERP migration, separately.
Phase-by-Phase Plan
Day 0: from signing to closing
The aim is to reach closing with no open questions about Day 1.
- Name the integration lead and workstream leads, and agree their time commitment.
- List change-of-control clauses from diligence and draft the consent letters.
- Sign retention terms with the few people the business cannot lose.
- Draft the employee announcement, manager talking points and customer and supplier letters.
- Check whether the deal needs a Hart-Scott-Rodino filing. For 2026 the size-of-transaction threshold is $133.9 million, according to the FTC’s 2026 HSR threshold notice. If a filing is required, the FTC says the parties must wait 30 days after a complete filing (15 for a cash tender offer or bankruptcy) before closing (FTC merger review process). Ask counsel which planning steps are safe while you wait.
Day 1: closing day and the first week
Day 1 is judged on what does not go wrong. Run it from one checklist and review the issue log every evening.
- Payroll runs on schedule, ideally on the existing payroll run for the first cycle.
- Every employee can log in to email and the systems they use daily.
- Insurance is bound from closing with no gap in cover.
- Employees hear the news first, then customers and suppliers the same day.
- Public acquirers file the SEC Form 8-K, which the SEC’s form instructions require within four business days of the triggering event.
Days 1 to 30: stabilize
- Call every top customer and name a relationship owner for each account. Do not change prices yet.
- Decide how to handle Form I-9 records. USCIS lets a successor employer either treat acquired staff as new hires and complete new forms, or treat them as continuing employees and keep the previous owner’s forms, in which case the buyer takes on any errors in them (USCIS guidance on mergers and acquisitions).
- Publish the combined org chart down to manager level.
- Set up bank accounts and signatories and start a 13-week cash forecast.
- Send the change-of-control consent letters prepared on Day 0.
Days 31 to 60: integrate
- Close the first full month on the buyer’s calendar, even if systems stay separate.
- Review supplier overlap, insurance and software licenses for savings.
- Decide keep, run in parallel or migrate for each core system.
- Launch the synergy tracker, with a run-rate column and a realized column for every line.
- For an asset purchase, gather the purchase price allocation inputs. The IRS says both buyer and seller file Form 8594 with their income tax return for the year of the sale when goodwill or going concern value attaches.
Days 61 to 100: optimize and hand off
- Report the first realized savings against the deal model, line by line.
- Scope long projects (ERP, rebrand) with their own owners and dates.
- Run a Day 100 review with the sponsor.
- Hand each open item to a functional owner and wind down the weekly steering meeting.
For a deeper look at the first three months on their own, see our 100-day plan after acquiring a business.
Workstreams and Owners
Each workstream needs a buyer-side lead and a target-side counterpart. In a small deal one person can lead two streams.
| Workstream | Buyer-side owner | Target-side counterpart | First 100 days: core deliverables |
|---|---|---|---|
| Governance (integration office) | Integration lead | Target CEO or general manager | Master plan, weekly meeting, issue log |
| People and HR | HR lead | Target HR or office manager | Retention, Form I-9 approach, payroll, org chart |
| Finance and treasury | CFO or controller | Target bookkeeper or controller | Banking, cash forecast, first merged close |
| IT and systems | IT lead | Target IT provider | Day 1 access, keep or migrate decisions |
| Operations and suppliers | Operations lead | Target operations manager | Supplier notices, vendor overlap review |
| Customers and sales | Sales lead | Target owner or top account managers | Key account calls, an owner per top account |
| Legal and compliance | Counsel | Seller’s counsel | Consents, licenses, filings, HSR check |
| Communications | Communications lead | Target CEO | Announcements, talking points, letters |
| Synergy tracking | Integration lead with finance | Target controller | Tracker with run-rate and realized columns |
People decisions set the tone for everything else. Our guide on managing staff after an acquisition covers retention, communication and restructuring in more detail. If the seller will keep providing services after closing, document them in a transition services agreement and add each service to the plan with an end date.
RACI Matrix for the Integration
A RACI matrix stops two people from thinking they own the same decision, and stops a decision from having no owner at all. R is Responsible (does the work), A is Accountable (signs off), C is Consulted (asked before the decision) and I is Informed (told after). Keep one A per row.
| Decision or deliverable | Deal sponsor | Integration lead | Workstream lead | Target leader | Counsel |
|---|---|---|---|---|---|
| Approve the master plan and Day 1 checklist | A | R | C | C | I |
| Name workstream leads | A | R | I | C | I |
| Employee announcement and talking points | A | C | R (Comms) | C | C |
| Retention offers to key staff | A | C | R (HR) | C | C |
| Bank account and signatory changes | I | C | A/R (Finance) | C | I |
| Keep or migrate each core system | C | A | R (IT) | C | I |
| Change-of-control consent letters | I | C | C | C | A/R |
| Key customer outreach | C | A | R (Sales) | R | I |
| Synergy targets and monthly report | A | R | C | I | I |
| Layoffs or site closures | A | C | R (HR) | C | R |
Integration Checklist Table (Copy Into Excel)
This is the working template. Copy it into Excel, Google Sheets or your project tool, give each workstream its own tab, and add a red, amber or green status column for the weekly steering meeting.
| # | Phase | Workstream | Task | Owner | Depends on | Status |
|---|---|---|---|---|---|---|
| 1 | Day 0 | Governance | Name the integration lead and every workstream lead | Deal sponsor | None | Not started |
| 2 | Day 0 | Governance | Baseline the master plan and set the weekly steering meeting | Integration lead | Task 1 | Not started |
| 3 | Day 0 | Legal | List contracts with change-of-control or assignment clauses | Counsel | Diligence data room | Not started |
| 4 | Day 0 | Legal | Confirm whether an HSR filing is required and track the waiting period | Counsel | Deal value | Not started |
| 5 | Day 0 | People | Agree retention terms for key employees | HR lead | Diligence people list | Not started |
| 6 | Day 0 | Communications | Draft employee, customer and supplier announcements | Communications lead | Task 1 | Not started |
| 7 | Day 1 | People | Confirm payroll runs on the first scheduled date | HR lead | Bank details | Not started |
| 8 | Day 1 | IT | Confirm every employee can log in to email and core systems | IT lead | Access review | Not started |
| 9 | Day 1 | Finance | Bind insurance with no coverage gap from closing | CFO | Broker review | Not started |
| 10 | Day 1 | Communications | Hold the all-hands and send the customer and supplier letters | Communications lead | Task 6 | Not started |
| 11 | Days 1 to 30 | Customers | Call every top account and name its relationship owner | Sales lead | Ranked account list | Not started |
| 12 | Days 1 to 30 | People | Choose the Form I-9 approach and publish the combined org chart | HR lead | Task 5 | Not started |
| 13 | Days 1 to 30 | Finance | Set up bank accounts, signatories and a 13-week cash forecast | Controller | Task 9 | Not started |
| 14 | Days 1 to 30 | Legal | Send change-of-control consent letters | Counsel | Task 3 | Not started |
| 15 | Days 31 to 60 | Finance | Close the first full month on the combined calendar | Controller | Task 13 | Not started |
| 16 | Days 31 to 60 | Operations | Review supplier overlap and renegotiation targets | Operations lead | Merged spend data | Not started |
| 17 | Days 31 to 60 | IT | Decide keep, run in parallel or migrate for each core system | IT lead | Systems inventory | Not started |
| 18 | Days 31 to 60 | Synergy | Launch the synergy tracker with run-rate and realized columns | Integration lead | Deal model | Not started |
| 19 | Days 61 to 100 | Synergy | Report first realized savings against the deal model | Integration lead | Task 18 | Not started |
| 20 | Days 61 to 100 | Governance | Run the Day 100 review and hand open items to functional owners | Deal sponsor | All streams | Not started |
Add rows for anything specific to your deal, such as a facility move, a rebrand, a carve-out or a transition services agreement. Keep task names short and keep one owner per row. For what to verify once the deal has closed, use our post-close integration checklist.
Run it in a weekly steering meeting with every workstream lead, update the plan in the meeting, and give the sponsor a monthly review of the synergy tracker and top risks.
Risk Register
Rate each risk for likelihood and impact and review the top risks at every steering meeting. The ratings below are a starting point; change them to fit your deal.
| Risk | Likelihood | Impact | Early warning sign | Mitigation | Owner |
|---|---|---|---|---|---|
| Key employee resigns after closing | Medium | High | Vague answers about plans | Retention terms signed before closing | HR lead |
| Top customer leaves or re-bids | Medium | High | Slower orders, requests for new terms | Personal call in week one; no early price changes | Sales lead |
| Payroll or payment failure on Day 1 | Low | High | Untested bank details | Keep the existing payroll run for one cycle | Controller |
| Counterparty uses a change-of-control clause | Medium | Medium | Unanswered consent letter | Find clauses in diligence; send letters early | Counsel |
| Rushed system migration disrupts operations | Medium | High | Go-live set before data mapping | Run in parallel; go live after a test close | IT lead |
| Synergies reported but not banked | High | Medium | Tracker shows run-rate only | Report realized next to run-rate monthly | Integration lead |
| Layoff triggers WARN notice duties | Low | High | Site closure planned | Check WARN with counsel first | Counsel |
| Integration team burns out or stalls | Medium | Medium | Missed meetings, stale status | Protect the lead’s time; cut low-value tasks | Deal sponsor |
On the layoff line: the US Department of Labor says the WARN Act requires employers with 100 or more employees to give at least 60 calendar days of written notice before a covered plant closing or mass layoff (DOL plant closings and layoffs). Several states have their own rules, so check with counsel before any announcement.
Worked Example: Tracking Synergies in a 100-Day Plan
This is an illustration, not a real deal. A buyer acquires a services business that closes on January 1. The deal model assumes $600,000 a year of cost savings from four sources. The synergy tracker records when each saving starts and what it is worth in the first calendar year.
| Synergy (illustrative) | Annual run-rate | Starts in month | Months counted in year 1 | Realized in year 1 |
|---|---|---|---|---|
| Insurance program consolidation | $90,000 | 2 | 11 | $82,500 |
| Software license overlap | $70,000 | 4 | 9 | $52,500 |
| Vendor consolidation | $240,000 | 3 | 10 | $200,000 |
| Back-office roles not backfilled | $200,000 | 5 | 8 | $133,333 |
| Total | $600,000 | $468,333 |
The math for each line is the annual run-rate multiplied by the months counted, divided by 12. Insurance starts in month 2, so it counts for 11 months: $90,000 times 11 divided by 12 equals $82,500. Vendor savings start in month 3, so they count for 10 months: $240,000 times 10 divided by 12 equals $200,000.
By month 5 the tracker shows the full $600,000 run-rate, but only $468,333 lands in year 1, a gap of $131,667. If the integration costs $150,000 in one-time fees, the net year 1 benefit is $318,333. Reporting only run-rate would overstate year 1 by $131,667, which is why this template tracks both.
How CT Acquisitions Helps
CT Acquisitions is an M&A advisory firm for founder-owned businesses. We work both sides of the table: on the sell side we run confidential sales and recapitalizations for owners, and on the buy side we find, vet and negotiate acquisitions for buyers. We also run exit planning for owners who are not ready yet.
On a buy-side search we start integration planning at the letter of intent stage. How we are paid depends on the mandate, and you will know the terms in writing before any work starts.
Frequently Asked Questions
What is an acquisition project plan template?
It is the working schedule a buyer uses to combine a purchased business with its own. It lists every integration task by workstream, with one named owner, a due date keyed to Day 1 and the first 100 days, a dependency and a status reviewed weekly.
Is an acquisition plan the same as an M&A integration plan?
No. In M&A, the acquisition or integration plan is the buyer’s project plan for combining two companies. In US government contracting, an acquisition plan is a procurement document that sets out how an agency will buy goods or services, governed by Part 7 of the Federal Acquisition Regulation. This page covers the M&A meaning.
How long does M&A integration take?
Most buyers plan the intensive phase around the first 100 days after closing, which covers payroll, banking, customer outreach, the new org chart and the first synergy decisions. Longer projects, such as an ERP migration or a full rebrand, often run past Day 100 and belong in the plan as separate tracked projects.
Who should own the acquisition project plan?
One named integration lead owns the plan day to day and reports to a deal sponsor, usually the buyer’s CEO or, in a private equity deal, the deal partner or operating partner. Each workstream lead owns the tasks in their stream.
What is a RACI matrix in M&A integration?
RACI stands for Responsible, Accountable, Consulted and Informed. For each major decision it shows who does the work, who signs off, who is asked first and who is told. Keep one Accountable person per row.
Is there an acquisition project plan template in Excel?
Yes. The checklist table on this page pastes straight into Excel or Google Sheets. Give each workstream its own tab, and put the RACI matrix and risk register on tabs of their own. Smartsheet and Asana work the same way.
What should be on a Day 1 checklist after an acquisition?
At minimum: payroll runs on time, every employee can log in, payments work, insurance is in force with no gap, employees hear the news from leadership first, key customers and suppliers get a call or letter, and managers have talking points. Public acquirers also track the SEC Form 8-K deadline of four business days.
What to Do Next
Copy the checklist into a spreadsheet, put a name on every row, and book the first steering meeting before you sign. Want a second pair of eyes on the plan? A short call is a good start.
Get the integration plan right before you close.
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