“While preparing for close is our near-term objective, the end state is where we can really make a difference,” Leskow noted. Define a long-term vision for the combined company, which could take up to three years to fully roll out. These tasks will be included in the 100-day plan. Identify the tasks that cannot be worked until post-close due to limitations on data sharing.
Identify and work toward systems, tools and processes that need to be in place on the day of close. According to Leskow and George, detailed planning is paramount, so they are taking a three-phased approach to managing the integration process: Delegation Authority will coordinate management of corporate policies and procedures for decision-making and signing authority.Treasury will ensure proper structure to meet financial obligations at close.Tax will close the books at the end of the fiscal year and prepare new tax provision estimates.Compliance will ensure adherence to government regulations and coordinate government communications and indirect cost allocations, with an initial focus on corporate expenses.Financial Planning & Analysis (FP&A) will handle consolidation of financial results and forecasts, driving external guidance.Accounting will be responsible for closing the books, external reporting and passing audits.We have to rely on the expertise of the 元 and Harris leads of six interdependent subteams and coordinate with them on a weekly basis to ensure smooth handoffs and the overall success of the integration.” The subteams’ scope of operations is wide-ranging, and each will have distinct responsibilities when the merger closes: “It’s both challenging and exciting, but we also must work together as a team to win. “We plan to take the best of both and add in some new ideas that will help us streamline the overall Finance function post-close.” “The pace can be likened to running a relay race while navigating a maze at the same time,” adds Leskow, 元’s IMO Finance Lead and former CFO for Aerospace Systems. “As we work through this process, we’ve been very intentional about considering each other’s strengths while also seeing if there are additional solutions beyond what we’re currently doing,” says George, IMO Finance Lead and Senior Director of Finance for Harris. 1-37975 IMO Icebreaker: Carrie George and Bob Leskow on Exploring Opportunities to Become More Agile Bob Leskow and Carrie George have both an intricate challenge and an exciting opportunity before them: Planning to harmonize the 2,500- employee Finance function across 元 and Harris. 1-3863 Pursuant to Rule 425 under the Securities Act of 1933 and deemed filed pursuant to Rule 14a-12 under the Securities Exchange Act of 1934 Subject Company: 元 Technologies, Inc. Filed by: Harris Corporation Commission File No.
This article originally appeared on LaptopMag.
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