Mergers and new technology, delivered.
We help large organisations bring businesses together, separate them, and put new systems to work, from the first plan to the day it runs without us.
Most big change
falls short.
The research is consistent, and it is why we exist.
The Kaas Bridge
Change is a crossing that has to carry the business while it is being built. Five spans take you from where you are to where you need to be.
- ReadRead the ground: what is really true today
- FixFix the far bank: what “done” means, in numbers
- BuildBuild the spans: the safest route across
- CarryCarry the traffic: change while the business keeps trading
- Hand overHand over the keys: it stands without us
From the deal to the day it works.
We work on the two moments that most often go wrong: bringing companies together (or apart), and switching on major new technology. We plan it, pick the partners, then stay to make sure it works.
Programmes are led through operational staff or fully built transformation teams, scaling to several hundred people, from boardroom to frontline. Engagements run over multiple years with large enterprises: sustained delivery, not short-term projects.
Where we lead
Two focus areas, mergers and technology deployment, delivered through five practices led by senior practitioners and a network of specialists.
M&A integration & separation
Multi-acquisition integration onto a single platform, single process and single organisational structure — with a toolkit the business can run itself.
Our approach
Technology transformation
Salesforce, data and AI/automation programmes led from strategy and partner selection through to adoption and ownership.
Our approach
Target operating model
Finance and enterprise operating models, shared services, centralisation and offshoring — designed, costed and deployed.
Our approach
SAP S/4HANA programme leadership
Workstream and phase leadership through deployment, then governance and high-level design for wider business change.
Our approach
Programme rescue
Turnaround of stalled, high-value programmes: a hard reset of scope, governance and delivery momentum.
Our approachMeasured in results,
not slides.
Selected outcomes from our work. Clients are not named.
Reviving a stalled £15M+ global AI programme
From 0 to 40% delivered in six months — and 400+ roles freed from manual contract comparison.
- Client
- A global insurance broker
- Scope
- 15+ countries
- Legacy
- Client-owned AI Centre of Expertise
Perspectives
Why post-merger integration stalls after Day 1
Single platform, single process, single structure as the real test — and why a reusable toolkit matters more than a one-off plan.
Rescuing a stalled programme: the first 90 days
Telling a late programme from a lost one, and the governance, scope and vendor resets that restore visible progress.
S/4HANA phase two is a business-change programme
Phase one proves the platform; phase two decides the value. Setting governance, scope and design so the business actually changes.
