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Downstream M&A IT Integration

The merger and acquisition (M&A) process of a new downstream refining asset is an exciting time for any company, with growth and new possibilities on the horizon. Realizing those possibilities, however, doesn’t come guaranteed with the purchase price—downstream assets are large, complex operational businesses that require preparation and careful integration. Opportune has assisted numerous companies through successful M&A integrations, playing key roles in nine refinery acquisitions (and counting). Leveraging our extensive downstream M&A experience, we develop a framework of plans and accelerators to guide acquisition teams from due diligence through full integration of a refinery into the business.

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What Can IT Do To Prepare For The Next Major Asset Acquisition Or Add Value Within The M&A Process?

Develop An M&A Playbook

Invest in standard technical questionnaires and an evaluation plan to create a standardized and reusable approach.

Complete A Thorough Technical Due Diligence

Ensure the technical due diligence includes all aspects of IT.

Build A Complete Cost Profile

Ensure the technical due diligence includes all aspects of IT

Involve The Business

Transition activities, including testing of carve-out systems, require both IT and business involvement.

How Do You Execute This?

1.

Prepare

Perform due diligence and prepare integration playbook.

2.

Transition

Execute critical activities and ensure a smooth transition.

3.

Integrate

Optimize the post-merger integration and deliver value.

IT Toolkit: Opportune Methodology For M&A Transitions

Opportune brings a proven methodology for managing M&A transitions that reflects our decades of experience leading cross-functional mergers, integrations, and divestitures of assets and corporate purchase transactions in the downstream industry sector.

Case Studies

Midstream: Process & Technology: M&A Systems Integration

Leading midstream energy company (“the Company”) owns pipelines, processing facilities, and storage/terminaling facilities primarily for natural gas and NGL throughout the middle U.S. The Company has approximately 12,000 miles of pipeline transporting natural gas, NGL, crude oil, and condensate. […] [...]

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Midstream: Process & Technology: Data Conversion & Infrastructure Deployment In Connection With Merger

Leading Fortune 500 company (“Company A”) is one of the largest and most diversified midstream energy companies in the U.S. with approximately 90,000 miles of pipelines and associated energy infrastructure across 38 states transporting oil and gas products. In 2015, the Company announced it would merge with another midstream energy company (“Company B”). A year later, the companies canceled the merger agreement. […] [...]

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A headshot of Kent Landrum.
Kent Landrum

Managing Director

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Steve Roberts

Director

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