Your job is absorbing a company into one that's already running at full speed. The hard part isn't the deal, it's the four hundred things that have to happen between signing and the first Monday. Sherpa sequences them and staffs them.
Documents come in and get filed into a canonical structure automatically, and Adrian answers questions from what's actually in them. What matters for a corporate acquirer is what happens next: that same structure becomes the integration plan at close, so the work you did testing the target is the work you start from integrating it. Nothing gets rebuilt.
Legal Day 1 and Operational Day 1 aren't the same event, and treating them as one is how integrations go sideways. Sherpa carries them separately and sequences the work accordingly: systems access, banking, contract novation, payroll, branding, the customer note that has to go at the right hour. The dependencies are mapped and the critical path is visible, so the things that have to happen before close actually happen before close.
A corporate integration hits every function at once. Sherpa brings an expert for each: Oz thinks like a CTO running the cutover, Clarence like the deal lawyer on novation, Emma like the people chief keeping your best talent from walking, and the full roster across Finance, Operations, Tax, and Procurement. Scout keeps them in sync so the workstreams don't drift apart.
The plan updates itself as the agents work, synergy tracking tells you whether the deal's actually delivering, and the board view is ready when you need it. The whole thing runs in the open, which is the only way anyone catches a problem while it's still small.
Give us fifteen minutes and we'll show you Sherpa working a live integration.
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