CCG Catalyst

Bank Merger Integration

CCG Catalyst

Bank Merger Integration

Bank Merger Integration

When a bank takes on the task of integrating another entity due to merger or acquisitions, there are myriad decisions that must be made. How many employees do we need or operational sites should the bank keep? Which bank’s loan processing or teller platform system is superior? Which institution has the best staffing model? Who has the best technology platform? Should the acquiring bank attempt to accommodate the functionality of the acquired bank’s technology platform—saving, for example, a unique feature that its own system lacks? Or should the acquirer simply move all the acquired bank’s customers to its various banking systems in an effort to rationalize the combined technology infrastructure as quickly as possible and cut costs?

These are some of the common issues that have to be addressed when entering into the planning phase of the integration. Many integration projects drag on as a result of poor planning, a lack of strategic objectives and a methodology tainted by politics.

A successful merger is one that delivers a higher rate of return to the acquirer’s shareholders within a reasonable period of time. Paying too high a takeover premium usually forces the acquirer to rush the integration process to quickly eliminate excess costs, thereby avoiding any negative impact on its own shareholders. And in this particular undertaking, haste frequently leads to costly mistakes.

But the integration challenge remains; there is a myriad of decisions that must be made during a post-merger integration project. How many call centers or data-processing sites should the new bank keep? Which bank’s loan processing or teller platform system is superior? In most cases, the acquirer has a strong preference for its own technology infrastructure, because that’s what it knows best. Should it try to accommodate the functionality of the acquired bank’s technology platform—saving, for example, a unique Internet Banking feature that its own system lacks? Or should the acquirer simply move all the acquired bank’s customers to its various banking systems in an effort to rationalize the combined technology infrastructure as quickly as possible and cut costs?

Planning and forethought is the single most important ingredients in a successful post-merger integration. The planning process must start during the due-diligence phase, which is when the acquirer needs to take a close look at the target’s entire technological architecture, products, services, locations and decide how the combined bank will operate.

At CCG Catalyst we state the most difficult aspect of post-merger integration is not the technical requirements of migrating Bank A’s branch customers to Bank B’s retail deposit system—it’s project management. Creating and executing a highly detailed plan to combine the technology infrastructures of two banks is an exercise in process management. It’s the complexity of the undertaking itself—with thousands of separate tasks that must be performed by people working under pressure to meet tight deadlines—rather than the underlying technology that makes post-merger integration so challenging.

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Director of Digital Strategy

Tony Lazare, Digital Technology Manager


Tony Lazare is the Digital Technology Manager. He has 20 years of extensive experience overseeing all aspects of an IT department, including web development, internal development, database management and reporting, quality assurance, and release management. Tony is a dedicated leader with outstanding technical and management skills and a proven track record of success developing and executing IT.

Tiana Brown, Principal


Tiana Brown is one of the Principals at CCG Catalyst. She has more than 10 years of experience in client services, financial services, operations, and consumer and mortgage lending. Her financial services expertise is comprised of both internal and external engagements. She has strategically coached clients at the organizational, leadership and operational level.

As Principal, Tiana’s subject matter includes internal operations, business processes, as well as risk associated with payment and consumer lending processes and structure. Her consulting skills and her depth of knowledge of financial services affords her the ability to guide and work with banks and fintechs to execute strategic plans that result in successful and sustainable outcomes.

John Peckham, Principal


As a Principal at CCG Catalyst, John Peckham has over 25 years as a trusted advisor to the financial services industry. John is a proven senior level executive, with demonstrated success directing business transformation and delivering impactful results within the digital, technology and fintech space.

As bank consulting leader, John has guided clients in banking, fintech, insurance, credit, as well as, both established and start-ups in creating, building, deploying, and excelling at technology based “disruption” of the established financial services industry

Before joining CCG, John held executive and board-level positions in a variety of companies. His banking experience ranges from community to top 100 banking institutions and has held several leadership positions in his tenure.

Kate Drew, Director of Research


Kate Drew is the Director of Research at CCG Catalyst. Her decade of professional experience includes leading data-driven research projects, creating fintech industry thought leadership, and managing editorial content for publications including Business Insider Intelligence and The Value Line Investment Survey.

At CCG, Kate spearheads client-facing research projects on fintech topics including open banking, digital channels, payments, lending, blockchain, artificial intelligence, digital wealth management, and others. She leverages quantitative data as well as conducts field study based on desk research, conference and event findings, and interviews with prominent industry leaders at fintechs, banks, and other financial and nonfinancial institutions. Her research brings voices into data and provides perspectives informed by real experience inside of financial services companies.

Miranda Jenkins, Chief Operating Officer


Miranda Jenkins is the Chief Operating Officer (COO). As a financial professional with more than 10 years of experience, she has assisted and lead strategic planning, analysis, operational management, and technology development work in private equity and hedge funds in the US, Europe, and Asia. She has handled operations of various funds including cash management, hiring, staffing, strategic goal setting, budgeting, technology development, and planning and implementation.

As COO, Miranda works with colleagues across the firm to execute on the overall vision and is responsible for the daily operation of the company. Her uniquely comprehensive background affords her to advise CCG Catalyst and its clients on operational and strategic initiatives.

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