Case Study

Governing Technology Spend During National QSR M&A Integration

Executive Summary

  • Consulting-led engagement governing technology integration during active M&A
  • Seller-side intake, service transitions, and lifecycle execution standardized post-close
  • 29% reduction in technology spend achieved and sustained during integration
  • Duplicate and stranded services eliminated through disciplined execution
  • Engagement embedded governance into the M&A operating model rather than one-time cleanup


The Challenge

Following multiple acquisitions, the organization inherited a fragmented technology environment from sellers with inconsistent documentation, incomplete inventories, and limited visibility into active services. Contracts, invoices, and account access were frequently missing or delayed, slowing integration and increasing financial risk. Finance teams required accurate cost baselines and timely synergy realization. IT teams needed continuity of service across locations without disruption. M&A teams needed a repeatable process to extract required information from sellers and transition services efficiently. Without a structured operating model, the organization faced:

  • Duplicate and stranded services post-close
  • Delayed disconnects and porting activity
  • Inconsistent billing and vendor confusion
  • Significant internal effort spent chasing seller documentation
 

Leadership required an execution partner capable of imposing order on seller-side complexity, governing lifecycle execution, and aligning Finance and IT throughout integration.

The DBC Consulting Approach

Dev-Byrne & Company engaged as a Technology Expense Management Consulting partner to govern technology integration throughout the M&A lifecycle. DBC’s role focused on execution, coordination, and governance.

M&A Technology Intake Policy Creation

DBC designed a standardized seller intake policy defining required technology artifacts, including:

  • Carrier contracts and amendments
  • Recent invoices and billing accounts
  • Service inventories and account access credentials
 

This policy established clear expectations for sellers and accelerated information collection.

Seller-Side Coordination and Validation

DBC worked with M&A, Legal, and Finance teams to enforce intake requirements and validate information received from sellers. Incomplete or inconsistent data was identified early and addressed before service transitions began.

Transfer of Service and Change of Party Management

DBC coordinated carrier processes to transition ownership cleanly and prevent post-close billing confusion, including Transfer of Service and Change of Party activities.

Porting and Service Rationalization

DBC managed number porting, service migrations, and the disconnection of unnecessary or duplicate services as locations were consolidated, ensuring continuity while eliminating waste.

Ongoing Validation and Execution Oversight

Following transitions, DBC performed recurring invoice validation and exception management to confirm that billing reflected the post-integration operating reality. DBC functioned as the execution bridge between M&A, Finance, IT, and Operations, allowing internal teams to focus on integration priorities rather than vendor coordination.

The Outcome

  • 29% reduction in technology spend achieved and sustained during M&A integration
  • Elimination of duplicate and stranded services inherited from sellers
  • Faster execution of porting, disconnects, and service transitions
  • Reduced internal effort required to obtain contracts, invoices, and vendor access
  • Improved alignment between financial integration targets and operational execution
 

Savings were maintained through continuous governance rather than one-time cleanup.

What Changed

Technology expense management became embedded in the M&A integration process. Seller information gaps were addressed upfront, execution ownership was clearly defined, and service transitions followed a repeatable operating model. As a result, integration timelines shortened and cost control improved without disrupting store operations.

Why It Worked

  • Consulting-led execution focused on organizational change
  • Purpose-built M&A intake policies and governance
  • Strong alignment across Finance, IT, Legal, and M&A teams
  • Lifecycle and MACD discipline applied across all technology domains
  • Vendor-neutral oversight prioritizing operational stability

DBC provided the structure required to control technology costs while the organization focused on growth and integration.

Client Snapshot

Industry: Quick Service Restaurants

Organization Type: National QSR operator

Footprint: Hundreds of acquired locations integrated post-close

Technology Environment: Voice, Mobility, SaaS platforms, Network infrastructure

Engagement Type: Technology Expense Management Consulting

Context: Active M&A integration

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Considering Your Approach

Organizations managing complex technology environments often benefit from a disciplined review of inventory accuracy, contract alignment, execution ownership, and sourcing decisions. A structured discussion can help determine whether audit, consulting, or sourcing support is appropriate for your environment. 

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