Hi Nicola, if you havent already i recommend reading "The First 90 Days" by Michael Watkins and "You're in charge - now what?" by Thomas Neff

Cedric thanks a lot for the readings you suggested. Will be the next in my pipeline. I want to share with you what I'm now doing in a business integration that I'm leading. It's a newly acquired, quite large software business (rev between 15 and 25 mln). There are few actions that we've selected to achieve the desired IRR, and I would love to have your view (of you all ^redacted‌) on what else can be done.

1) Working Capital: lots of time your business is financing other business. Lots of other time you've a peak and a shortfall to manage. Hit hard on this. Are low hanging fruits there for you. Multy year contract with advanced payments are the best. Don't make exceptions unless you've some unbalance of negotiation power.

2) Pricing: check your hourly/daily rates. When was the last time you've update them? Are you in any sort of oligopoly? Are there any consumers that have a lower price sensibility than others on certain services? Fight on the quality, not on the price.

3) Cost reductions: build a special task force with the aim to reduce 20% all your supplier costs. Ask yourself: is this useful? Then, ask yourself if it's really necessary. Is it? Usually it's not.