Mergers in Healthcare: why the CFO holds the key to post-acquisition success
April 21st 2025
In healthcare, mergers and acquisitions remain a key growth strategy, but for CFOs, the real work begins after the deal is signed.
As revealed in The Forward-Thinking CFO report by Compass Carter Osborne, post-acquisition integration is now one of the most critical, complex responsibilities CFOs face.
Beyond the Deal: The Integration Imperative
CFOs play a central role in determining whether a newly acquired healthcare business becomes a value driver or a costly distraction. From aligning financial systems and standardising reporting, to assessing the viability of acquired assets, their input shapes the integration plan from day one.
One CFO featured in the report noted the risk of underestimating cultural differences even between seemingly similar organisations. Misaligned expectations, incompatible systems, and unprepared management teams can quickly derail integration efforts.
Data, Culture, and Tech, Not Just Finance
Today’s CFOs are responsible for far more than financial due diligence. They’re tasked with evaluating tech infrastructure, data integrity, and cultural fit. Many noted the challenge of merging legacy systems, cleansing and aligning data, and ensuring the new entity supports broader business objectives.
As the report highlights, CFOs who focus early on integration planning, particularly around staffing and resourcing are better positioned to drive long-term value. In some cases, this means walking away from underperforming targets or restructuring the deal to fit within the organisation’s core strengths.
The CFO as Post-Acquisition Strategist
The most successful healthcare CFOs are approaching integration with the same strategic mindset they apply to capital allocation or growth forecasting. They understand that without a clear plan to align systems, people, and processes, acquisitions risk becoming a liability rather than a catalyst.
Ultimately, the CFO is not just the financial gatekeeper, they’re the architect of sustainable growth. In M&A, that means seeing beyond the numbers and building the operational foundations that allow both legacy and acquired businesses to thrive together.
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