The platform - What atlanticma.ai does for your programme.
Every programme we run is on atlanticma.ai, a system of work that augments and automates the transformation team. Agents draft, track and report. Every output arrives as a suggestion, and nothing reaches the plan until your engagement lead accepts it.
Our founder ran a ten-programme integration over two years on an earlier, much less capable version, with substantially shorter engagements. McKinsey estimates that agents can cut the time spent on many core transformation tasks by 35 to 40 percent (McKinsey, 2026).
Atlantic M&A Partners is an independent firm and the licensed consulting partner of atlanticma.ai.
Project type: Integration - Integration strategy
Decide what the deal is for, and how far each part of the business should integrate to deliver it.
- Strategic Direction. The value drivers and objectives table: what the deal must deliver, agreed with the executives before any workstream starts.
- Synergy tracking. Every synergy is tracked from the underwrite to realised value, against the value driver it came from.
- Documents read, not retyped. The SPA and due diligence summaries are read into the project, so the strategy cites its sources.
Project type: Integration - Integration planning
A roadmap and a 100-day plan both leadership teams own, so the business keeps running while the integration moves.
- Workstream charters. One charter per function: integration objectives, what complete looks like, quick wins, issues and risks, and key workstreams.
- Work plan. Each function’s key workstreams become its work plan, with owners and dates, and roll up into the integration roadmap.
- Virtual Walk the Walls. The planning wall, on screen: both leadership teams see every function’s plan side by side and agree the dependencies between them.
Project type: Integration - Post-deal execution
An integration, programme or transition office that keeps the priorities on track and gets decisions made.
- RAID log. Risks and issues raised in a workstream can be promoted to the programme log, with an owner and a date.
- Meetings captured. Actions and decisions from programme meetings are captured and proposed as updates to the plan for the team to accept.
- Report Centre. Steering committee packs built from live project data, so they reflect the plan as it stands that day.
Project type: Transformation, with the cultural / change subtype - Cultural transformation
Understand how both organisations behave, and design the joint behaviours that get the most value from the deal.
- Cultural integration. Both companies scored on nine cultural dimensions, showing where the gap is widest, tracked alongside the integration plan.
- Affected populations. The groups the change touches, by function, level and location, with headcount.
- Readiness by population. Each group tracked through five stages: understanding, engagement, capability, execution and embedding, with the barriers at each stage.
- Pulse surveys. Readiness, adoption, resistance, cultural and sponsor surveys, with the themes and the verbatim answers behind them.
- Resistance log. What is pushing back, how severe it is and its root cause, such as fear of job loss, change fatigue or a communication gap, with a response plan.
- Sponsor activities. Each sponsor’s commitments by phase, with due dates, so overdue ones show up before they become a problem.
- Communication kits. A kit for each milestone, from the deal announcement through Day 1, 30, 60 and 90. The Day 1 kit covers manager talking points, CEO emails for each side, the town hall, FAQs and customer, supplier and press pieces, each with approval.
- Knowledge transfer. Each transfer of knowledge, from whom to whom, by what method and by when, with single points of failure flagged.
- Stakeholder map. Everyone who matters to the change: role, reporting line, where they stand, last contact and open questions.
- Briefings. A short briefing on any stakeholder before a meeting: what they care about, what they have said and what to ask next.
- Strategies that worked. Suggested ways to engage each stakeholder. The team marks each one tried, and whether it worked, so the record builds up.
- Questions across stakeholders. Ask who is still sceptical about the change, or who has not responded to the Day 1 briefing, by typing or by voice.
Project type: Divestiture, sell-side or buy-side - Transition service agreements
Plan and run the TSAs that let a buyer stand up its organisation, and exit each one on time.
- TSA import. Upload the agreement, signed or in draft. The services, costs and exit dates are read out of it, and grouped into workstreams by function.
- TSA Tracker. Every service in scope, with its cost, its exit date and its own exit clock, tracked service by service.
- Exit work plans. An exit plan for each workstream, and an integration plan for the capability that replaces each service.
- Virtual Walk the Walls. The dependencies between services, on one board. Pull on one service and see what else slips, before Day 90 shows that the ERP exit blocks the payroll exit.
Buy and Build
Each finished deal joins one value creation plan, and its earnout ledger stays live. See how deals join a Buy and Build.
Yours to keep - Your programme stays yours
The atlanticma.ai subscription is in your name from the first day, so the plan, charters, decisions and data stay with you after we step back.
- Your team, your way. Your team works with us through meetings, PowerPoint and Excel, as if the application did not exist. When you want them in the platform, we set up the project and train them.
- Published pricing. One price per active project, on atlanticma.ai.
- Security your IT team can check. Where data is held, how it is protected and how the AI uses it, in the Trust Center.
Have a deal in mind?
Tell us about the transaction and the timetable. A partner will come back to you, not a sales team.
Where to find us
Atlantic M&A Partners
- Boston, MA
- London, UK
- Rijswijk, Netherlands
- Bonn, Germany