100 Day Integration Plan Acquisition Playbook A Abreviated - 0

100-Day Integration Plan
Acquisition Playbook
54-page playbook includes tasks, detailed checklists, and timing of integration work streams:
· Due Diligence
· Human Resources
· Information Technology
· Finance
· Treasury
· Communications
· Sales
· Legal
· Operations
This pdf
Only thelists thepage
first first page of tasks
of each work forstream
each work stream.
in this freeThe
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The Excel spreadsheets auto-calculate total budget costs and synergies, and auto-display
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100-Day Integration Plan
Table of Contents
Page
Governance and Scope 3
0.0 IMO Due Diligence 7
1.0 Sales 11
2.0 IT 14
3.0 Legal 17
4.0 Treasury 21
5.0 Operations 24
6.0 HR 28
7.0 Finance 33
8.0 Communications 35
9.0 Safety 38
10.0 Product Development 41
Communication Matrix 42
Budget Summary: Synergies and CTA 43
Budget Tracking 44
Budget Worksheet 48
Dashboard 54
© PRITCHETT MergerIntegration.com 800.992.5922 Table of Contents p.2

Governance and Scope
Steering Top Decision

Committee Makers
Integration
Management Team Coordinating
Office
Teams Planning &

Work Stream 1 Work Stream 2 Work Stream 3
Implementing
Work Breakdown Stucture Plan

Description Comment
Integration Scope outlined in Charter and IMO
Project Name
Playbook
Integration Manager Primary person responsible for the integration
Committee Chair Approves Financial Decisions and Corporate Policy
Time
Person Role
Commitment
10%
1. Overseeing policies and objectives;
Executive Steering 10%
2. Selecting, appointing, supporting and reviewing
Committee the performance of the Integration Plan 10%
10%
© PRITCHETT MergerIntegration.com 800.992.5922 Governance p.3

Time
Person Role
Commitment
Integration Manager Oversee all aspects of IMO Charter & Playbook 100%
Consultant: Sets schedules and agendas, reports

progress against goals, and rolls out methodology
Integration Management Pritchett Consultant and tools. Assists all work streams in the 100%
accomplishment of the their tasks, and drives
Office
disciplined execution and performance.
Synergy Program Manager 50%

Communications Leader 50%
Time
Members: Work Stream / Responsibility:
Commitment
Lead: SALES 50%
Lead: I.T. 100%
Lead: LEGAL 50%
Lead: TREASURY 50%
Lead: OPERATIONS 100%

Work Streams
Lead: H.R. 75%
Lead: FINANCE 50%
Lead: COMMUNICATIONS / MARKETING 50%
Lead: SAFETY 20%

Lead: PRODUCT DEVELOPMENT 50%
Integration Scope
Project Mission Mission and primary objective(s) of the integration?
Goals (Measures of
What defines success? How is it determined?
Success)
Geographic Scope What locations/regions are involved?
Functional Scope What functions are involved?
Organizational Scope What departments or business areas are involved?
What is the current process? What is the intended
Process Scope
future process?
Technical Scope What systems are involved?
What is the budget for the integration? Are there
Resource Requirements
spending targets for different areas?
Timeline Requirements What is the timeline for completion?
Quality Requirements What are the quality constraints?
Additional Constraints Any other constraints not covered in the other areas?
Additional Assumptions
Are there major documents, reports, analyses, or key
Major Deliverables meetings that are expected as part of the integration
project completion?
Project Background What is history of M&A origination?
Integration Project Organization

Work Stream / Thread Description Lead
Work Stream / Thread Members Role

Additional Stakeholders
Department / Function Members Role
Who are stakeholders not on teams/work streams?
Can be external to the organization.
Process Definitions
How will activities be reviewed periodically to assure
Scope Management Strategy
the integration project is within limits of scope?
How will control of the integration project be
Change Control Strategy transferred if leadership changes? Are there
anticipated staff changes?

Financial
Phase and Task Identification Risk Log
Work Plan Schedule 2018 (In Thousands)
Costs to
ID # Activity / Tasks Start Complete Achieve Financial Incremental
Status Date Date Task Leader Risks/Issues Description Mitigation Plan (CA) Synergies Revenue
0.0 Pre-Deal - IMO Strategic Due Diligence $0.000 $0.000 $0.000
A repeatable process for assessing
commercial attractiveness will ensure
A lack of commercial attractiveness the investments meet the corporate
analysis could result a non-strategic objectives and are inline with the
0.1 Review Attractiveness as part of Stage 1 / 2 M&A Process NS investment costing the company millions investment thesis $0.000 $0.000 $0.000
Construct a Competitive Position Matrix of the target compared to
0.1.2
Acqurier
0.1.3 Assess the target's past and current strategic intent for growth
0.1.4 Perform external sourcing of target
Interview market experts on outlook and competitive positioning of
0.1.5
target
0.1.6 Interview JV's on outlook and competitive positioning of target
0.1.7 Interview customers on outlook and competitive positioning of target
Construct a Growth-Share Matrix of target as a proxy for industry
0.1.8
attractiveness
0.1.9 Identify inhibitors to the targets corporate strategy
Determine the targets interested in being acquired from the following
0.1.10
perspectives:
Strategically
Financially
TASKS
Culturally
Market Condition (Economically)
Other
Identify other potential suitors and what value the target would bring
0.1.11
them
Prepare a statement on how the target fits the Acqurier corporate
0.1.12
strategy, vision, and long-term goals
Construct a new Competitive Position Matrix where this acquisition will
0.1.13
put Acquirer in 3-5 years
0.1.14 Write a first-draft thesis - elevator pitch - for the acquisition
0.1.15 Discuss internally the following two questions:
Inside Out: is the deal commercially attractive?
Outside In: Are we capable of realizing the potential value?
Prepare a high-level corporate presentation on commercial
0.1.16
attractiveness for the strategic due diligence team
Engage and present the commercial attractiveness presentation to
0.1.17 the strategic due diligence team on why the potential target is a
commercially viable and strategic fit
A focused value-capture plan ensures
the strategic due diligence will gather
The absence of a defined value-capture key information to substantiate the
focus during due diligence will result in financial and legal due diligence -
lack of investment focus and cause possibly create further savings prior to
0.2 Value-Creation Focus NS miscues in the integration phase negotiations. $0.000 $0.000 $0.000
0.2.1 Determine the degree of integration based upon value-capture matrix:
Out-of-Market "Bolt-On": - faster pace, leveraging Acqurier's
scalability - small deal, low integration
In-Market Absorption: - ruthless pace, pursuing synergies and
capturing scale benefits - small deal, high integration
Out-of-Market Transformation: - Cautious pace capturing "best of
breed" outcomes - larger deal, low integration
In-Market Consolidation: medium pace, seeking market leadership
and benefits of increased scale - large deal, high integration
0.2.2 Review target business plan
0.2.3 Perform analysis of historical sales, costs, and financing
TASKS
Identify changes in historical accounting practices to current (i.e.

0.2.4 receivables' aging, tightening credit limits, deterioration in receivables
etc.)
Review personnel costs, elimination or deferred bonus payments,
0.2.5
forced unpaid leave, layoffs.
© PRITCHETT MergerIntegration.com 800.992.5922 0.0 Due Diligence p.7......

Financial
Costs to
0.2.6 Perform a customer review and compare to the target Market Plan
0.2.7 Assess current customer list to competitive position mapping in 0.1
Evaluate customer growth opportunity based on competitive position
0.2.8
map
Benchmark financial performance against external ratios and industry
0.2.9
metrics
0.2.10
Identify synergies and quantification methodology for key deal drivers
0.2.11 Report value-creation findings to corporate development
An absence of a strategic due diligence Establish a team of key managers with
team and methodology risk the right skill set and influence that
oversimplifying risk mitigation and value understand the corporate acquisition
0.3 Identify and Prep the Strategic Due Diligence Team NS creation due diligence thesis and methodology $0.000 $0.000 $0.000
Choose highly capable people to lead the due diligence project. There
0.3.1 should be strong cross-functional representation on team. One or
more should be included on the integration planning teams and
possibly serve on the IMO
0.3.2 Recruit key managers from, and that have influence:
Sales
I.T.
Legal
Treasury
Operations
HR
Finance
Marketing/Communications
Safety
Product Development
0.3.3 Ensure the strategy due diligence team is co-located
Develop a solid due diligence thesis and anchor the due diligence
process to it - a concise and precise statement of your mission, which
0.3.4
expresses your ideas, measures and desired result(S) of the
acquisition
Prepare a standard due diligence checklist (each key function) with
0.3.5 corporate development and integrate the strategic due diligence
checklist below
Identify key areas of risk specific to the transaction and identify the
TASKS
0.3.6
'go/no go' issues as early as possible
0.3.7 Construct a non-specific deal breakers with each function
Communicate the thesis, strategic and financial goals to the entire
0.3.8
strategic due diligence team
Train the team to identify and home in on specific issues, including the
0.3.9
analysis and data required
Develop and communicate rules of engagement between the
0.3.10
strategic due diligence team and the target company.
Identify the team of contacts from target to engage during due
0.3.11
diligence phase
Construct due diligence timeline schedule including milestones and
0.3.12
hold points
Establish a Virtual Data Room (VDR) - project management software
(SharePoint, MS Project etc.) where all due diligence data and the
0.3.13
Playbook will reside and be updated throughout the due diligence and
integration
Design a security and member access plan to the VDR from due
0.3.14
diligence to integration to IMO close
Appoint / hire an admin or junior project manager responsible for
0.3.15 maintaining the (VDR) and project management software platform of
choice

Financial
Costs to
Determine the analytical tools and techniques necessary enabling the
strategic due diligence team to move rapidly in performing their
0.3.16
respective analysis - the goal is to standardize the metrics, tools,
methods and processes
Construct the strategic due diligence as a process-driven approach
0.3.17
for each key function
The absence of an organization A solid review of the organization,
structure assessment will delay structure and key personnel will
integration, and can potentially cause streamline the integration onboarding,
loss of key personnel and key cost capture cost synergies early in the
synergy opportunities process and reduce ambiguity of the
0.4 Assess Organization Structure and Branding Architecture NS new structure presented Day 1 $0.000 $0.000 $0.000
0.4.1 Obtain and review the target org chart
Assess the target org structure and how it will merge into Acqurier's
0.4.2
structure:
0.4.3 Determine how key, corporate "decisions" are made at the target
0.4.4 Determine extent of restructuring of target based on 0.3 analysis
Determine if target has gone through any re-organizations,
0.4.5 acquisitions or key events causing major "change management" over
the past 3 years
Identify key players in target you must retain - assess employee
0.4.6
engagement levels (gather survey data)
0.4.7 Determine if key players will stay post-acquisition and at what cost
0.4.8 Begin reviewing resumes of key players in target
Perform internal interviews if possible of key management to stress
0.4.9
test the targets current business strategy
Conduct a thorough perception study of current (and potential)
0.4.10
customers, vendors and subcontractors
0.4.11 Assess any reputation issues and their potential impact on branding
Review branding architecture and determine whether target will be
0.4.12
rebranded as Acquirer or sub-branded as a Acquirer Company
TASKS
0.4.13 Develop revised logo and brand standards guide

Identify internal website owner, content contributors and outside
vendors, if any. Identify Acquirer resources to update new company
0.4.14
website and/or integrate target website into Acquirer's site. MUST
HAPPEN DAY 1!
Validate whether the capabilities exist within the target to support the
0.4.15
corporate strategy going forward.
Determine if any management has a cause: effect in their employee
0.4.16
contracts that might be impacted by change-in-control
Assess any remaining key contracts/agreements warranting review
0.4.17
that might be impacted by change-in-control
Determine the extent of structure formality in regards to job
0.4.18 descriptions, roles & responsibilities, merit programs and career
development
Assess the topography of employees, contractors, part-time and
0.4.19
methodology behind the employee topography
0.4.20 Assess benefits and compensation and identify differences
Construct a draft org chart incorporating the target based on findings
0.4.21
and analysis above
Review findings and preliminary organization draft with strategic due
0.4.22
diligence team and corporate development
Prepare an I.T. due diligence

methodology and assessment early in
A lack of an I.T. risk mitigation due the discovery phase to understand what
diligence will prolong the integration, risk will need to take place prior to Day 1 to
control of key assets on Day 1, and successfully take control of key assets,
create major ambiguity during the enable proper communication, and not
0.5 I.T. Risk Mitigation Diligence NS integration hinder standard business operations. $0.000 $0.000 $0.000

Financial
Costs to
0.5.1 Understand the overall I.T. methodology
0.5.2 Understand hardware and software owned and annual I.T. budget
0.5.3 Review third party software license agreements
Assess the software development tools and environment utilized by
0.5.4
the company
Review how product security is considered during product
0.5.5
development
Review the network diagram showing network entry points, firewalls,
0.5.6
servers etc.
TASKS
Review the process by which the sales and operations staff

0.5.7 communicate sales and marketing information to the IT staff so
proper capacity planning can be performed.
0.5.8 Review the disaster recovery plan
0.5.9 Describe the database design process
Review system vulnerability, intrusion detection or penetration testing
0.5.10
that has been performed
Review how access to the company’s source code and other critical
0.5.11
resources (documents, contracts etc.) is monitored and tracked
Review any IT operational or security audit (i.e. SAS 70) performed in
0.5.12
the past 3 years
Total: $0.000 $0.000 $0.000

Sales Phase Implementation Timeline
Present Corporate Business Development to Newco (Update Growth / Strategy Team Org)
Product/Service 1 Sales Integration
Product/Service 2 Sales Integration
Product/Services 3 Sales Integration
Product/Services 4 Sales Integration
Phase and Task Identification Risk Log Financial (In Thousands)

Work Plan Schedule 2018
Costs to
ID # Activity / Tasks Start Complete Dependencies Task Achieve Financial Incremental
Status Date Date ID# Leader Risks/Issues Description Mitigation Plan (CA) Synergies Revenue
1.0 SALES $1.550 $0.000 $16.000
Not capturing synergy and cross- A well defined and communicated
Present Corporate Business Development to Newco (Update functional benefits from shared corporate strategy will drive cross-
1.1 Growth / Strategy Team Org) 3/27/2018 5/30/2018 knowledge functional cohesion $0.000 $0.000 $0.000
1.1.1 Schedule a meeting with top executives from key functions (Ops, Bus C
Dev, Finance) at target to present the corporate growth strategy
Identify key stakeholders within target to work on corporate sales
1.1.2 C
strategy team
TASKS
1.1.3 Construct, build and publish Newco Sales Org chart C

Design a core competency / skill matrix with target and overlap with
1.1.4 C
Acqurier's for clear understanding of differences
1.1.5 Identify major cross-sell opportunities C
1.1.6 Achieve the low-hanging cross-sale wins C
Schedule follow-up meeting with Ops, Bus Dev and Finance to review
1.1.7 C
Newco Growth / Strategy update plan with timelines
A detailed corporate plan for expansion
Not capturing synergy and cross- will articulate tactical details on steps to
functional benefits from shared capture synergies and revenue
1.2 Product/Service 1 Sales Integration 4/1/2018 5/30/2018 knowledge opportunities $0.050 $0.000 $4.500
Schedule meetings with key stakeholders (Ops, Bus Dev and
1.2.1 C
Finance) to present the corporate strategy for growth
Identify the key lead for Product/Services 1 and begin to construct
tactical plans for Product/Services 1 growth based on: Larger sales;
1.2.2 C
cross-sales, and expansion of customer base utilizing the Acquirer's
balance sheet
Schedule a meeting with the Services 1 lead and key stakeholders in
1.2.3 Ops and Finance to outline the projected synergies and identified LA
incremental revenue opportunities
TASKS
Create a tactical plan based on tasks in 1.2.2 and 1.2.3 meetings with
1.2.4 LA
Ops and Bus Dev
Schedule a meeting with other key stakeholders to review tactical
1.2.5 LA
plans form task 1.2.4
1.2.6 Document any edits from 1.2.5 LA
© PRITCHETT MergerIntegration.com 800.992.5922 1.0 Sales p.11

Costs to
1.0 SALES $1.550 $0.000 $16.000
Document and publish the Newco detailed Products/Services 1
1.2.7 Strategy with projected synergies and identified incremental LA
opportunities collectively discovered in Section 1.2.3
Schedule regular follow-up meetings with Ops and Bus Dev to
1.2.8 LA
monitor traction
1.2.9 File detailed tactical plans with corporate archives LA
1.3 Product/Service 2 Sales Integration 4/1/2018 5/30/2018 knowledge opportunities $0.500 $0.000 $4.000
1.3.1 C
Finance) to present the Services 2 corporate strategy for growth
Identify the key lead for Product/Services 2 and understand his team
to begin construct of tactical plans for Product/Services 2 growth
1.3.2 C
based on: Larger sales; cross-sales, and expansion of customer
base utilizing the benefit of Acquirer's balance sheet
Schedule a meeting with Services 2 lead and key stakeholders in Ops
1.3.3 and Finance to outline the projected synergies and identified LA
TASKS
Construct a tactical plan based on tasks in 1.3.2 and 1.3.3 meetings

1.3.4 LA
with Ops and Bus Dev respective key stakeholders
Schedule a meeting with and other key stakeholders to review
1.3.5 LA
tactical plans form task 1.3.4
1.3.6 Document any necessary edits from 1.3.5 LA
Document and publish the Newco detailed Product/Services 2
1.3.8 LA
monitor traction
1.4 Product/Services 3 Sales Integration 4/1/2018 5/30/2018 knowledge opportunities $0.500 $0.000 $4.000
1.4.1 C
Finance) to present the Services 3 corporate strategy for growth
1.4.2 C
Schedule a meeting with Services 3 lead and key stakeholders in Ops
1.4.3 and Finance to outline the projected synergies and identified LA
TASKS

1.4.4 LA
Schedule a meeting with and other key stakeholders to review
1.4.5 LA
tactical plans form task 1.4.4
1.4.6 Document any necessary edits from 1.4.5 LA
Document and publish the Newco detailed Product/Services 3
1.4.8 LA
monitor traction
1.5 Product/Services 4 Sales Integration 4/1/2018 5/30/2018 knowledge opportunities $0.500 $0.000 $3.500
1.5.1 Finance) to discuss and begin planning the corporate strategy for C
growth based on Acquriers capabilities

Costs to
1.0 SALES $1.550 $0.000 $16.000
1.5.2 C
1.5.3 Understand Target Co.'s relationships and market knowledge C
Schedule a meeting with lead and key stakeholders in Ops and
1.5.4 Finance to outline the projected synergies and identified incremental C
TASKS
revenue opportunities
1.5.5 C
Schedule a meeting with any other key stakeholders to review tactical
1.5.6 C
plans form task 1.5.5
1.5.7 Document any necessary edits from 1.5.6 C
Document and publish the Newco detailed Strategy with projected
1.5.8 synergies and identified incremental opportunities collectively C
discovered in Section 1.5.3
1.5.9 C
monitor traction
1.5.10 File detailed tactical plans with corporate archives C
Total: $1.550 $0.000 $16.000

I.T. Phase Implementation Timeline
Transition Carry-Over
NEWCO - I.T. Org & Dept Transition
Security & Access
Network Infrastructure
Enterprise Technology
Applications
Finance Enablement
Operations Enablement
HR Enablement

Costs to
2.0 Information Technology $1.084 $0.000 $0.000
Not securing IT, exposure to sabotage A well defined Carry-Over process will
2.1 Transition Carry-Over 1/31/2018 2/28/2018 of systems secure IT and establish access controls $0.010 $0.000 $0.000
2.1.1 Remove access for any RIF'd employees on 2/1 C
TASKS
2.1.2 Transition Target web site to Corp Communications C

2.1.3 Assess system connectivity & s/w maintenance C
2.1.4 Analyze interface for Target Co. ERP to Acquirer C
A well defined IT organization with
support processes and coverage will
assist in prevention of downtime and
2.2 NEWCO - I.T. Org & Dept Transition 1/31/2018 5/7/2018 Not securing IT and capturing synergies operational efficiency $0.000 $0.000 $0.000
2.2.1 Define, assign, and communicate employee classifications C
2.2.2 Mentor & rollout Help Desk/support process C
2.2.3 Rollout basic IT policies, procedures, and governance C
2.2.4 Complete & store Target Co. architecture & topology documentation C
2.2.5 Integrate Asset ID, control, and on-boarding processes C
Update 2018 IT budget and procurement plan
TASKS
- In-flight projects & investment pipeline

- Equipment requirements (refresh, retire)
2.2.6 C
- Validate 2018 Budget Changes
- Provide vendor/commitment review to Procurement
- Migrate Procurement authority to Acquirer standard
2.2.7 Finalize & execute facilities/field office coverage strategy C
2.2.8 Initiate and mentor IT compliance requirements C
2.2.9 Create new member training plan (change mgmt, etc) C
Not integrating functional process A clear Network Infrastructure will
through the I.T. Function, and therefore ensure key RFPs are properly
2.3 Security & Access 1/31/2018 4/8/2018 not capturing synergies accounted for $0.070 $0.000 $0.000
2.3.1 Define and execute access/password management control C
Complete required Network security coverage
- VPN/Services 2 control in each location
2.3.2 C
- Firewall (HQ & Field) established in each location
- Monitoring activated
TASKS
Establish required Enterprise Tech security access and control

2.3.3 - Email access & control C
- Assign control of core assets (Data center, servers, etc)
2.3.4 Clean up & control building/physical access C
© PRITCHETT MergerIntegration.com 800.992.5922 2.0 IT p.14

Costs to
2.3.5 Migrate/create all new AD accounts & (system) user profile data C
2.3.6 Migrate and integrate email accounts and data C
2.3.7 Define desktop imaging and management strategy C
A detailed review and Newco plan for
security and compliance will minimize
Not securing IT and being out of the likelihood of breach and disaster or
2.4 Network Infrastructure 1/31/2018 4/30/2018 compliance financial consequences $0.600 $0.000 $0.000
Complete Target Co. Site connectivity - all locations, bi-directional
2.4.1 C
Services 2
TASKS
2.4.2 Install Voip Telephone System in Target Co. facilities C

2.4.3 Establish control & consolidate DNS, DHCP, Domain/ISP etc. C
2.4.4 Upgrade Target Co. Sites with Acquirer standard network equipment C
A detailed review of IT agreements and
third party software licenses will provide
Not achieving synergies and not an accurate budget and outlook for
2.5 Enterprise Technology 1/31/2018 6/1/2018 mitigating outstanding obligations necessary procurements $0.010 $0.000 $0.000
Complete enterprise-wide user authentication (AD) analysis and
2.5.1 C
integration
TASKS
Install Acquirer standard clusters and migrate all failing Target Co.
2.5.2 C
servers
2.5.3 Design and implement server virtualization strategy C
2.5.4 Control and consolidate mobility strategy C
2.6 Applications 1/31/2018 4/3/2018 $0.030 $0.000 $0.000

- Review approaches and define near term gaps
2.6.1 C
2.6.2 Train Target Co. IT Staff on Acquirer's applications C
2.6.3 Map out changes to Move Target Co. to SAP C
2.6.4 Develop migration plan to SAP C
2.6.5 Transition to SAP (includes items 2.6.6 - 2.6.8) C
TASKS
Transfer Sales Forecasting to Acquirer's governance

2.6.6 - Audit and review issues C
- Transfer to Acquirer support & governance
Transfer Financial Reporting System to Acquirer's governance
2.6.7 C
- Audit and review issues
Complete governance review of all other reports to Acquirer
governance
2.6.8 C
- Audit and review issues
- Transfer to Acquirer support & governance
A well defined Finance Enablement Plan
will mitigate compliance violations and
2.7 Finance Enablement 4/1/2018 11/18/2018 Not capturing financial synergies centralize the function for operational $0.284 $0.000 $0.000
Complete Financial system integration SOX compliance planning and
implementation
- Analytics Design
2.7.1 - Quarterly Reviews IP
- Conversion Test Development
- Conversion Test
- Audit - Validate differences
TASKS
Design and implement ERP integration on E1 platform

- Analyze and design future integrated platform on E1
- Develop and perform any user training
- Perform any Build activities & develop comprehensive Test Plan;
include master data load
2.7.2 IP
- Develop and deliver comprehensive new user training
- Execute complete Test plan, including integration, end-to-end and
user acceptance tests
- Move approved configuration, assets and data to Production,
validate and cutover
A well defined Finance Enablement Plan
will mitigate compliance violations and
2.8 Operations Enablement 1/31/2018 9/2/2018 Not capturing financial synergies centralize the function $0.030 $0.000 $0.000

Costs to
Perform any Target Co.-specific configuration or build activities &
develop comprehensive Test Plan
- Support migration of all Target Co. history, templates, takeoff data
etc.
2.8.1 IP
Migrate Target Co. users to Acquirer Job Controls
- Analyze and design migration from various job controls
tools/templates to Acquirer version of Heavy Job
- Perform any Target Co.-specific configuration or build activities &
2.8.2 IP
etc.
TASKS

Migrate Target Co. users to Acquirer Scheduling - Primavera
- Analyze and design migration from Target Co. versions of P6 and
other scheduling tools (XLS, MS Project, etc.)
- Procure and install all new instances as needed (likely with Heavy
Job)
- Perform any Target Co.-specific configuration or build activities &
2.8.3 IP
etc.
A well defined HR Enablement Plan will
capture synergies and accelerate
2.9 HR Enablement 6/3/2018 8/23/2018 Not capturing synergies change of control dynamics $0.050 $0.000 $0.000
TAS
Design, implement and support migration of data and interfaces from

KS
2.9.1 IP
eCMS to E1 and Acquirer HR assets
Total: $1.084 $0.000 $0.000

Legal Phase Integration Timeline
NEWCO - Legal Org Chart
Litigation Review
Contracts/Obligations
General Corporate Documentation
Employee Contracts Review
JV Reviews
Labor Strategy Session (3rd Party)
Licensing / Registration and Change of Registered Agent
Compliance - Code of Conduct

Cost to
3.0 LEGAL $0.100 $0.000 $0.000
A well defined legal department
establishes structure and clear line-of-
3.1 NEWCO - Legal Org Chart 2/1/2018 2/18/2018 Not capturing synergies authority $0.000 $0.000 $0.000
Conduct work session with key stakeholders to agree on ideas to
3.1.1 C
eliminate redundancies
3.1.2 Review the Legal organization chart of Target Co. C
3.1.3 Understand roles and responsibilities of Target Co. counsel C
3.1.4 Assess subject matter expertise of counsel members C
TASKS
3.1.5 Draft Legal organization chart C

3.1.6 Conduct follow up meeting with key stakeholders to gather edits C
Schedule and conduct presentation meeting with decision making
3.1.7 C
executives to present organization chart and gather input
3.1.8 Revise org chart draft C
Conduct meeting with department to review new organization. Define
3.1.9 C
roles, responsibilities, and procedures going forward.
3.1.10 File new org chart into corporate archives and policy records C
A well defined legal department
establishes structure and clear line-of-
3.2 Litigation Review 1/2/2018 1/31/2018 Not capturing synergies authority $0.000 $0.000 $0.000
3.2.1 Gather and review ligation closed (< 5 yrs) to current C
3.2.2 Determine and review budget set aside for each case C
TASKS
3.2.3 Assess the merits of current case(s) C

3.2.4 Assess the financial exposure (judgment & legal costs) C
Report any key findings/concerns to the general counsel, corporate
3.2.5 C
development and executive team
An extensive review plan of key
Not identifying overtures made during contracts/obligations will minimize long-
3.3 Contracts/Obligations 2/1/2018 3/31/2018 due diligence term unexpected financial exposure $0.020 $0.000 $0.000
Operational Contracts Review: C
Schedule a meeting with key legal stakeholders to define the scope
3.3.1 of contract reviews and determine if necessary to retain 3rd party C
legal consultants
3.3.2 Review all "Standard Form Agreements" utilized by Target Co. C
3.3.3 Review all "Operations Agreements" of Target Co. C
3.3.4 Review "Risk Allocation" of Target Co. C
3.3.5 Review "Risk:Reward Assessment" methodology of Target Co. C
3.3.6 Review Process Procedure for Change Requests of Target Co. C
Non-Operational Contracts Review: C
Review the following non-operational contracts and methodologies
with the respective Acquirer functional representatives for cause and
3.3.7 C
effect in regards to change-of-control clauses
3.3.8 Review Bonding policies and rates C
© PRITCHETT MergerIntegration.com 800.992.5922 3.0 Legal p.17

Cost to
3.0 LEGAL $0.100 $0.000 $0.000
Review of licenses granting rights for any proprietary technology
TASKS
3.3.9 C
and/or processes
3.3.10 Review any intellectual property or patent rights owned by Target Co. C
3.3.11 Review Corporate building leases C
Review capital equipment methodology and contracts in conjunction
3.3.12 C
with a financial analysis lease vs buy methodology
3.3.13 Review medical plans and benefits C
3.3.14 Review all lending and debt contracts C
3.3.15 Review all National Purchasing Agreements C
3.3.16 Review all I.T. contracts/leases and methodology of storing Big Data C
3.3.17 Review warranty history & experience of Target Co. C
3.3.18 Review all "Special Contracts" written and oral C
3.3.19 Review and assess all non-standard individual employment terms C
Assess any remaining key contracts/agreements warranting review or
3.3.20 C
Construct a summation reporting key issues/concerns that will have
impact - especially financially - to the acquisition. Determine if this
3.3.21 C
impact should directly impact the final price of the acquisition and
bring forth to Corporate Development
3.4 General Corporate Documentation 2/1/2018 2/28/2018 $0.000 $0.000 $0.000

Gather and Review the Articles of Incorporation of the Company, as
3.4.1 C
amended to date.
3.4.2 Review the bylaws of the Company, as amended to date. C
Examine the minutes of the last five (5) years of meetings of the
3.4.3 Board of Directors of the Company and any committees thereof and C
of the stockholders of the Company and copies of written consents in
Review documents relating to any past or present ownership interest
3.4.4 C
of the Company in any other enterprise.
TASKS
Understand the key terms of trust agreements or other documents (if

3.4.5 C
shares are held in fiduciary or entity capacity).
Examine agreements, offering circulars, private placement
3.4.6 memoranda, disclosure letters, and similar documents relating to C
sales (within past five years) or proposed sales of securities.
Review a summary of the corporate history of the Company and any
3.4.7 predecessors, including any mergers, acquisitions, changes in C
control, divestitures and corporate reorganizations.
Examine the list of names under which the Company does or has
3.4.8 C
done business.
Not following corporate policy for A proper severance plan will ensure
3.5 Employee Contracts Review 2/1/2018 2/28/2018 severances compliance and procedures $0.010 $0.000 $0.000
3.5.1 Gather and review severance policy C
Review employment contracts where acquisition triggers change in
3.5.2 C
financial or contract terms
3.5.3 Review employee handbooks and ethics policies for legal conformity C
3.5.4 Review and assess all non-standard employment terms C
Assess any remaining key contracts/agreements warranting review or
3.5.5 C
TASKS
3.5.6 Identify any key legal issues relating to any termination C

Schedule a review meeting with HR exec prior to planned attrition
3.5.7 C
date to review any key issues
3.5.8 Schedule with HR the planned Phase I RIF date and plan C
3.5.9 Review list of key documents necessary for severance package C
3.5.10 Verify severance documentation complies with legal requirements C
Schedule and review final severance process and documentation
3.5.11 C
with HR prior to severance date
3.5.12 File all updated documents into respective employee files by H.R. C
3.6 JV Reviews 2/1/2018 3/31/2018 $0.000 $0.000 $0.000

Schedule and conduct a work session with Operations to review all
3.6.1 C
JV contracts and relationships

Cost to
3.0 LEGAL $0.100 $0.000 $0.000
Review all joint venture agreements, partnership agreements or
agreements involving a sharing of profits or technology of Target Co.,
3.6.2 C
or joint marketing, business development efforts involvement with
Target Co..
3.6.3 Assess Managing vs Minority interest holder positions C
3.6.4 Assess financial commitment - Labor and Equipment of all JV's C
TASKS
3.6.5 Assess the budget to-date with Operations C

Perform risk assessment allocation under the prime contract and JV
3.6.6 C
Partners
Evaluate Change-of-Control language (if any) for all JV's and identify
3.6.7 C
any impact to the acquisition
3.6.8 Identify any legal exposure or potential exposure to overtures C
3.6.9 Determine cross-functional meetings from the findings above C
3.6.10 Schedule a JV review with Ops to highlight any potential issues C
3.6.11 Prepare formal file of contract amendments into corporate archives C
3.7 Labor Strategy Session (3rd Party) 2/1/2018 3/31/2018 $0.020 $0.000 $0.000
Evaluate labor relations and determine if a third party assessment is
3.7.1 C
necessary
TASKS
3.7.2 Perform topography mapping of Union vs non-Union labor, or hybrid C

Review any pending labor claims and exposure: sexual harassment,
3.7.3 C
labor collective bargaining, etc..
Evaluate necessity of outside legal assistance from Labor Strategy
3.7.4 C
Meeting
3.8 Licensing / Registration and Change of Registered Agent 2/1/2018 3/1/2018 $0.030 $0.000 $0.000
Contract with 3rd party, CT Corp to change/update licensing
3.8.1 C
registrations and registered agent
3.8.2 Assess the licenses held for day-to-day operations C
Identify responsible managing officers/responsible managing
3.8.3 C
employees
3.8.4 Review license for currency and expiration dates C
TASKS
Confirm states in which Target Co. and subsidiaries are authorized to

3.8.5 C
do business
Update Change of Officers / Directors in approximately 40 states @
3.8.6 C
$120/per
3.8.7 Amend Contractors Licenses is approximately 30 states @ $300/per C
Change of Registered Agent / Registered Agent Representation in
3.8.8 C
approximately 50 states at $80/per
Document and archive into corporate files all updated Licenses /
3.8.9 C
Registration and Change of Registered Agent.
3.9 Compliance - Code of Conduct 2/1/2018 3/1/2018 $0.020 $0.000 $0.000

3.9.1 Review and analyze Target Co. Code of Conduct IP
Review procedure of on-boarding new employees / current
3.9.2 IP
employees with respect to Code of Conduct
3.9.3 Prepare and review gap analysis of compliance review IP
TASKS
Identify and address need for communication and training on code of

3.9.4 IP
conduct and SOX
Schedule compliance presentation and training based on findings
3.9.5 IP
above
Schedule a date for formal presentation (within initial 30-days of Day
3.9.6 IP
1)
TOTALS: Total: $0.100 $0.000 $0.000

Treasury Phase Integration Timeline
NEWCO - Treasury Org Chart
Master Services Agreements
Cash Management
Risk Management / Claims
Risk Management / Insurance
Contracts and Policies
Integration Consultants - Integration Playbook
Internal Integration Budget

Costs to
4.0 TREASURY $1.800 $0.100 $0.250
A well defined plan will provide structure
and authorizations for a quick and
4.1 NEWCO - Treasury Org Chart 2/1/2018 2/28/2018 Not capturing synergies smooth integration $0.000 $0.000 $0.000
Schedule a work session with key stakeholders to assess functional
4.1.1 C
redundancies and construct attrition plan
4.1.2 Build Job Description matrix C
4.1.3 Draft organization chart C
Conduct follow up meeting with key stakeholders to review draft and
4.1.4 C
TASKS
gather edits
Schedule and present organization chart to decision makers and
4.1.5 C
gather further edits
4.1.6 Revise new org chart C
4.1.7 Draft memo with HR on new org chart C
Schedule a department meeting to introduce new org chart/R&R for
4.1.8 C
review
A defined review plan and
synchronization of all corporate policy
documentation will reduce confusion
4.2 Master Services Agreements 2/1/2018 3/31/2018 Not capturing synergies and anxiety $0.000 $0.000 $0.000
Add Target Co. to Master Corporate Services Agreement & Note
4.2.1 C
TASKS
Agreement
4.2.2 Gather a list of the business associations of which either Company is C

a member and copies of any documents related to such membership.
A detailed "Cash Management" plan will
Not securing financials and capturing establish controls to enable realization
4.3 Cash Management 2/1/2018 4/30/2018 synergies of key deal driver synergies $0.000 $0.000 $0.000
Schedule key stakeholder meeting to capture ALL financial accounts
4.3.1 C
and controls
Immediately after acquisition, notify all of Acquirer's credit relationship
4.3.2 banks and private placement note holders as per credit and note C
agreements
4.3.3 Construct a plan/timeline for reappropriating account(s) control C
4.3.4 Take control of cash accounts as soon as possible C
© PRITCHETT MergerIntegration.com 800.992.5922 4.0 Treasury p.20

Costs to
4.0 TREASURY $1.800 $0.100 $0.250
Determine if acquisition is material subsidiary - if so prepare
4.3.5 C
documentation to add it to credit/note agreements
4.3.6 Determine assets to be secured and proceed as needed to complete C

TASKS
pledging of these assets in accordance with credit/note agreements

Draft a memo notifying Accounting/Finance/Legal when all accounts
4.3.7 C
have been secured
Schedule a meeting with stakeholders to review plan for taking hold of
4.3.8 C
accounts
Determine if acquisition will be integrated into ERP and plan timing to
4.3.9 C
implement
4.3.10 Begin construct of centralizing all accounts IP
Schedule and review centralizing financial accounts plan with all
4.3.11 IP
stakeholders
Revise centralized plan based on review meeting with all
4.3.12 IP
stakeholders
Archive all completed financial account change of controls into
4.3.13 IP
corporate archives
A detailed Claims Plan and review
Not identifying any outlier of issues that process will more than likely mitigate
4.4 Risk Management / Claims 2/1/2018 10/31/2018 could jeopardize deal drivers financial exposure unaccounted for $0.000 $0.000 $0.200
Schedule a meeting with key stakeholder(s) and gather all previous
4.4.1 C
and outstanding claims / litigation issues
4.4.2 Review all claims and prepare a "risk" document to review with Legal C
Schedule a meeting with Legal to review claims and litigation
4.4.3 C
TASKS
concerns
Construct a timeline/plan with legal to address outstanding issues for
4.4.4 C
resolution
Schedule a department meeting to identify key impacting issues that
4.4.5 C
must be addressed and by when
4.4.6 Construct a process to track resolutions with Legal C
4.4.7 File all closed claims into corporate archives C
A detailed Risk Migration Plan will

provide control strategies, each of which
Not identifying any outlier of issues that will help prevent risks or handle the
4.5 Risk Management / Insurance 2/1/2018 10/31/2018 could jeopardize deal drivers potential risks your business might face. $0.000 $0.100 $0.000
Schedule a meeting with key stakeholders to gather and review all
4.5.1 general insurance and liability policies, key risk plans around Disaster, C
Incident and Business through ESIS Risk Insurance provider
4.5.2 Review plans, coverage's, deductibles and premiums for comparison C
4.5.3 C
Begin construct of new/updated risk plans incorporating Newco inputs
4.5.4 C
Schedule a review meeting with department stakeholders and Legal
Construct a migration plan evaluating cost synergies and increasing
4.5.5 C
coverage's to corporate standards
TASKS
Schedule a departmental review meeting of policies and plan to

4.5.6 C
migrate
Schedule a meeting with respective brokers to discuss best practices
4.5.7 C
and review of Newco standards
Make any adjustments / edits from meeting inputs for department lead
4.5.8 C
final authorization
Schedule a department lead meeting to present final GL insurance
4.5.9 C
migration plan, cost benefits and timelines
Construct a formal communication plan with Communications to
4.5.10 C
introduce new/update Risk Policy to key stakeholders
4.5.11 File all new Risk Policy into corporate archives C
Not recognizing synergies and having A well defined bonding plan will capture
C proper coverage for contractors and sub- financial synergies due to Acqurier's
4.6 Contracts and Policies 2/1/2018 3/31/2018 contractors rate structure $0.000 $0.000 $0.050
4.6.1 Execute indemnity agreements with sureties for Newco C

Costs to
4.0 TREASURY $1.800 $0.100 $0.250
4.6.2 Contact previous broker to obtain copies of all bonds in force C
Review all bonds in force, bond claims (if any), and AON's
4.6.3 C
assessment report performed for due diligence
4.6.4 Reassign contracts and bonds (if necessary) C
TASKS
Construct a cost synergy plan with adequate capacity to

4.6.5 C
accommodate Newco bonding program
4.6.6 Schedule and review synergy plan with executive department lead C
4.6.7 Make revision based on edits from review meeting C
4.6.8 Schedule department review meeting of Newco bonding plan C
Communicate and train Newco estimating community on new
4.6.9 C
bonding program and Acquirer policies
A well defined corporate integration
policy will provide scope, schedule and
budgets to attain a "successful"
Not capturing a successful integration integration based on defined deal
4.7 Integration Consultants - Integration Playbook 12/1/17 7/31/2018 based on the key deal drivers drivers $0.800 $0.000 $0.000
TASKS
4.7.1 Hire Pritchett Consultants to lead IMO and IT work stream C
4.7.2 Define scope, schedule and budget for 6-month integration phase C
A defined budget capturing all
integration expenses will ensure
4.8 Internal Integration Budget 2/1/2018 7/31/2018 Not capturing true "Integration Costs" accuracy for true integration costs $1.000 $0.000 $0.000
Create and establish a cost center for tracking all integration
4.8.1 expenses via P-Card or Declining Balance card for accurate cost C
tracking for consultants
4.8.2 Develop methodology for tracking relocation costs C
TASKS
Develop best tracking process for all internal T&E for integration
4.8.3 C
phases
Construct a budget for internal integration costs for T&E, Relocation
4.8.4 C
Costs - if any, temporary / long-term stays, etc.
Communicate final methodology and process for tracking integration
4.8.5 C
costs for employees and consultants
4.8.6 Publish final integration cost tracking plan to corporate archives C

Operations Phase Integration Timeline
NEWCO - Operations Org Chart
Newco Operation Procedures
Business Unit Assessment
Capital Equipment
Real Property
Process Integration
Operations Incremental Revenue Plan
Environmental Management System
Vendor / Supplier Review by Procurement
Assess Target Co. Project Controls and Procedures

Costs to Projected
5.0 OPERATIONS $2.065 $0.410 $20.000
A well designed functional org chart and

plan will establish line of authority,
goals, roles and responsibilities and
Decline in productivity, ambiguity, reduce the likelihood of undue
5.1 NEWCO - Operations Org Chart 2/1/2018 4/30/2018 uncertainty and lack of direction uncertainty and anxiety $0.000 $0.000 $0.000
5.1.1 Task Leaders shall schedule a work session with key stakeholders to
assess functional redundancies and outline an attrition plan C
Existing Department Leads shall build a roles/responsibility matrix for
5.1.2
all existing employees C
5.1.3 Task leaders shall meet and construct a draft organization chart C
5.1.4 Task leaders shall conduct follow up meeting with key stakeholders to
TASKS
review the draft organization chart and gather comments C

Task leaders shall schedule and conduct presentation meeting with
5.1.5 Integration Committee and HR VP to present organization chart and
gather further comments C
Task Leaders shall prepare final organization chart and review with
5.1.6
HR VP C
5.1.7 Draft memo with guidance from HR on new org chart C
Roll-out new organization chart in company-wide meeting, followed by
5.1.8
department level discussions C
A well defined process reduces the
Missing Bid Opportunities due to lack of likelihood of missing opportunities due
5.2 Newco Operation Procedures 2/1/2018 5/3/2018 formalities to lack of a defined process $0.000 $0.000 $0.000
Schedule a meeting with key stakeholders to review the existing RFP
submittal processes of both Acquirer and Target Co.. This should
5.2.1
include documentation, limits of authority, and understanding of the
work flow. C
5.2.2 Using the appropriate documents as a guide, perform gap analysis of

Target Co.'s RFP process to identify necessary changes C
TASKS
5.2.3 If needed, submit modifications to any Acq. Mgmt. documents for

approval by sponsoring department C
If modified, publish new Acq. Mgmt. policy and/or procedures and
5.2.4
send copy to IMO C
© PRITCHETT MergerIntegration.com 800.992.5922 5.0 Operations p.23

Costs to Projected
5.0 OPERATIONS $2.065 $0.410 $20.000
Implement Acquirer's Operation Policy, with limits of authority, based
5.2.5
on the appropriate Acq. Mgmt. policies and procedures C
Schedule a meeting with all key stakeholders to present new
5.2.6
Operation Policy and financial limits of authority. C
5.2.7 Schedule necessary training of Operation Process C
A clear assessment and ROI analysis
will provide the necessary information to
Not achieving incremental revenue, make an intelligent decision on how to
5.3 Business Unit Assessment 2/1/2018 4/30/2018 losing money proceed $0.005 $0.000 $0.000
Schedule a strategy meeting to address this project in detail as it is on
5.3.1
high-alert C
Construct an intermediate plan assessing costs:benefit over the short-
5.3.2
term and long-term C
Review the intermediate plan with Finance and Treasure to make a
5.3.3
final Go / No Go decision C
TASKS
Construct a contingency plan with ROI analysis for alternative options

5.3.4
and risk mitigation to this project C
Prepare documentation based on final consensus to present to the
5.3.5
executive team C
Schedule an executive meeting with final proposal for this project
5.3.6
based on financial assessments C
Schedule a meeting with key stakeholders working on this project to
5.3.7
present the final decision C
5.3.8 Document final decision for corporate archives C
A formalized 3rd party appraisal will
Not understanding the true asset value establish the necessary baseline for the
5.4 Capital Equipment 2/1/2018 8/31/2018 and financial outlook for equipment integration $0.020 $0.100 $0.000
Schedule a meeting with key personnel to gather: list of all capital
5.4.1 equipment, appraisal reports, maintenance plan, and approval
process for capital equipment with authorization limits C
5.4.2 Understand the equipment management process C
5.4.3 Review and/or schedule third party appraisal of capital assets C
5.4.4 Review list of planned capital purchases C
5.4.5 Review capital budget IP
5.4.6 Determine the periodic maintenance cost of existing equipment IP
Estimate the cost of modification needed to bring capital assets to
5.4.7
Acqurier standards IP
TASKS
Construct a Newco Capital Equipment Plan implementing a

5.4.8
methodology for tracking all assets IP
5.4.9 Schedule a meeting with Communications for Asset Rebranding Plan C
5.4.10 Construct Branding Proposal for third party bids (Sign-a-Rama) C
5.4.11 Establish a formal date for Asset Rebranding Plan Implementation C
5.4.12 Establish a formal "equipment plan" IP
Document a formal Capital Equipment Plan (5.4.4 & 5.4.5) for
5.4.13
archives IP
Establish a meeting of key stakeholders to present the formal Capital
5.4.14 Equipment plan with Communications and the IMO office (Capex plan
begins in Aug) IP
A detailed Real Property plan will set the
5.5 Real Property 2/1/2018 4/30/2018 Not capturing financial synergies course to capture cost synergies $0.040 $0.060 $0.000
Target Co. management shall provide a list of each office, warehouse

or other facility that the Company owns or leases including: address,
5.5.1 age, type of construction, amount of floor space, estimated remaining
life, whether owned or leased, and the business function for the
specific location. If leased, list the start date for the lease, the
duration, any options, and base lease termination date. C
Owned real estate - Review copies of deeds, all related documents,
5.5.2
title insurance policies, appraisals, and surveys C

Costs to Projected
5.0 OPERATIONS $2.065 $0.410 $20.000
Leased real estate - Review copies of all leases or similar
5.5.3 agreements and a list of leasehold improvements including cost,
depreciated value and ownership C
Have Acquirer Legal examine all contracts for the purchase, sale or
TASKS
lease of real property or any option to purchase or sell real property or

5.5.4
any management contract relating to real property to which the
company is bound C
5.5.5 Examine all agreements affecting real property C
Target Co. management shall provide a list of continuing obligations
5.5.6 under expired leases or agreements relating to the sale of any real
property C
Construct a Real Estate Plan for Target Co. to recognize potential
5.5.7
synergies C
If needed, engage local broker to provide real property third party
5.5.8
assessment and recommendations C
If needed, plan the execution of the Real Property Plan with the
5.5.9
assistance of outside brokerage C
5.5.10 Construct a relocations/consolidation real property budget C
5.5.11 Post the Real Property Plan into SharePoint C
A standardized Estimator Process will

improve productivity, and increase cost
5.6 Process Integration 2/1/2018 7/31/2018 Not capturing process synergies synergies and scalability $0.000 $0.000 $0.000
Schedule a meeting with key stakeholders to review the existing

5.6.1 estimating processes of both Acquirer and Target Co.. This should
include documentation, limits of authority, and understanding of the
work flow with emphasis on the bid review process. IP
Using the appropriate Acq. Mgmt. documents as a guide, perform gap
TASKS
5.6.2 analysis of Target Co.'s estimating process to identify changes

necessary IP
If needed, submit modifications to any Acq. Mgmt. documents for
5.6.3
approval by sponsoring department IP
If modified, publish new Acq. Mgmt. policy and/or procedures and
5.6.4
copy to IMO IP
Implement Acquirer's Estimating Protocols based on the appropriate
5.6.5
Acq. Mgmt. policies and procedures IP
5.6.7 Establish any necessary training, documentation, etc. IP
A well designed matrix will establish

Not achieving highest possible goals and targets keeping operations
5.7 Operations Incremental Revenue Plan 2/1/2018 12/31/2018 incremental revenue goals focused on key opportunities. $2.000 $0.000 $20.000
Schedule an Operations meeting with key stakeholders to review
5.7.1
incremental revenue plan from due diligence C
5.7.2 Establish an "incremental revenue" methodology for recognition C
Schedule and Construct a Newco Operational Plan with key
5.7.3
stakeholders - Ops/Finance/Growth/Strategy C
Schedule meetings to share methodology with key stakeholders for
5.7.4
continuity C
Prepare reporting mechanism to IMO for incremental revenue
5.7.5
updates and tracking C
5.7.6 Review Newco forecast matrix with Finance C
5.7.7 Make edits to Newco forecast upon Finance inputs C
5.7.8 Schedule Operations department meeting to discuss new targets C
5.7.9 File Newco Matrix forecast targets into corporate archives C
5.7.10 Minimum Goals: C
TASKS
Initiative 1 C $0.500 $5.000

Initiative 2 C $0.500 $5.000
Initiative 3 C $0.500 $5.000
Initiative 4 C $0.500 $5.000
5.7.11 Define "Incremental Revenue" Parameters to measure against: C
Balance Sheet C

Costs to Projected
5.0 OPERATIONS $2.065 $0.410 $20.000
Bonding / Insurance C
Geography C
Relationships: Owners / Partners / JV's C
Pre-Qualification (i.e. safety record etc) C
Services 3: any jobs outside of C
Services 2: any more than 2 jobs in process C
Ops: any jobs as they have not pursued aggressively C
Based on client count C
5.7.12 Identify key owner for reporting incremental revenue opportunities C
5.8 Environmental Management System 2/1/2018 12/31/2018 $0.000 $0.000 $0.000

5.8.1 Schedule meeting and review current plan/processes per group C
Schedule meeting with Communication to introduce Acqurier
5.8.2
environmental plan to Target Co. C
5.8.3 Assess and verify compliance and any gap C
TASKS
5.8.4 Training and implementation - typically over 1 year IP

Establish Phases for integration: Education; Implementation;
5.8.5
Verification IP
5.8.6 Develop a plan for integrating Acqurier environmental plan IP
5.8.7 Establish minimum standard for integration IP
5.8.8 Document MS into corporate archives IP
A well defined Procurement Process will
establish cross-functional ideology to
5.9 Vendor / Supplier Review by Procurement 2/1/2018 5/30/2018 Not capturing key synergies capture synergies. $0.000 $0.250 $0.000
Schedule Procurement meeting to assess vendors / suppliers and
5.9.1
synergies C
5.9.2 Review Inventory control methodology and processes C
5.9.3 Review procurements supplier database
5.9.4 Review performance metrics of the procurement group
5.9.5 Assess the forecast processes for materials and projects
5.9.6 Review the Supplier Quality and Continuous Improvement process
5.9.7 Capture a detailed spend analysis report C
Develop a detailed spend analysis and list all key national
5.9.8
agreements C
TASKS
Analyze targets commodities: electrical, concrete, rebar, reinforced

5.9.9 concrete pipe (RCP), precast concrete to leverage Acqurier's spend
and national contract capabilities C
Review all upcoming commercial supply agreements to capture
5.9.10
potential synergies C
Begin constructing a plan to meet regularly with Process experts to
5.9.11
understand all projects to capture synergies C
Document a formal plan for Estimators to work with Procurement in
5.9.12
capturing national pricing C
Document energy purchasing and related commodity hedging
5.9.13
processes C
5.9.14 Document updated Newco Corporate Procurement Policy C
5.9.15 File all procurement documentation into corporate archives C
5.10 Assess Target Co. Project Controls and Procedures 2/1/2018 8/30/2018 $0.000 $0.000 $0.000
5.10.1 Meet to discuss overall Target Co. PCP (PMP guided) IP
Assess Project Lifecycle Elements: Estimate conformation,
5.10.2 budgeting, cost accounting, quantity reporting, project forecasting,
final reports. IP
Visit each job site for individual assessments depending on job
5.10.3
autonomy IP
5.10.4 Review project scheduling software, practices, and capabilities IP
5.10.5 Assess consistency of reporting and project control practices IP
5.10.6 Assess document control and management practices IP
5.10.7 Meet to discuss AcqurierCo PC Program IP
5.10.8 Review overall philosophy and attributes IP

Costs to Projected
5.0 OPERATIONS $2.065 $0.410 $20.000
Review and implement key project controls' elements: PMR, MIA,
5.10.9
Forecast Requirements IP
Compare to current Target Co. PC processes and procedures to
5.10.10
AcqurierCo standards IP
TASKS
5.10.11 Assess each and develop integration recommendations IP

5.10.12 PC roles and responsibilities in the Target Co. organization IP
5.10.13 Meet to discuss Target Co. PC roles and responsibilities IP
5.10.14 Review resumes IP
5.10.15 Compare current Target Co. R&R to AcqurierCo IP
5.10.16 Assess each and make integration recommendations IP
5.10.17 Document findings and recommendations and present to Operations IP
5.10.18 Develop a plan to standardize the Project Controls function IP
5.10.19 Develop a training plan for the Project Controls function IP
5.10.20 Immediate - MIA, PMR, Forecast Requirements IP
5.10.21 Integrate - Job Cost & Scheduling IP
5.10.22 Miscellaneous Elements IP
Review Job Master and what attributes they capture and compare to
5.10.23
Acqurier (Job Set-ups) IP
5.10.24 Assess joint venture practices IP
5.10.25 Understand the equipment accounting process IP
Total: $4.065 $0.410 $20.000

H.R. Phase Integration Timeline
Day One & Two of Integration
CTAP (Culture, Talent Assessment Planning)
Performance Management and Development
Benefits
Key Reductions in Payroll
H.R. Orientation (Goal: Deliver within 15 days of Day One)
Onboarding "Union" Employees
Integration MBO / Career Development
Personnel Reduction Phase(s)
Retention Fees - any remaining plans
Integration New Hire Plan Day 1 - 90

Costs to
ID # Activity / Tasks Complete Dependencies Task Achieve Financial Incremental
Status Start Date Date ID# Leader Risks/Issues Description Mitigation Plan (CA) Synergies Revenue
6.0 Human Resources $1.660 $6.950 $0.000
A well thought out Day 1 Plan will

introduce the Newco, leadership, deal
Decline in productivity, and greater drivers, importance of the acquisition
ambiguity and uncertainty, and less and begin the cultural change process
6.1 Day One & Two of Integration 12/18/17 1/2/2018 direction to reduce undue uncertainty and anxiety $0.000 $0.000 $0.000
6.1.1 Prepare Onboarding documentation to introduce on Day 1 C
6.1.2 Construct a Peer-to-Peer Matrix for communication C
6.1.3
Construct an interim hiring process during the "cooling off" period C
6.1.4 Prepare the Benefits Overview (1 hour) automatic enrollment C
6.1.5 Send New Hire Packets to target site for Day 1 C
6.1.6 Prepare & send Acquirer Info pack C
TASKS
6.1.7 Prepare and review Comp Plan Day 1 Presentation Strategy C

Identify key HR team to be present at Day 1 for successful
6.1.8
onboarding C
6.1.9 Establish Webinar of Onboarding/Benefits for 1/3/18 C
6.1.10 Prepare FAQ's sheet and medium(s) for distribution / access C
6.1.11 Construct content to release on target website on Day 1 C
Construct a budget for Day 1 (flights, brochures, hotel, expenses for
6.1.12
all) C
Identify key HR stakeholders at target to share Day 1 preparations
6.1.13
with C
A well defined and communicated Org

Chart company wide will reset the work
Decline in productivity and/or departure environment and minimize ambiguity
6.2 CTAP (Culture, Talent Assessment Planning) 2/1/2018 4/18/2018 of key employees and likelihood of productivity decline $0.000 $0.000 $0.000
Construct and conduct work session with key stakeholders to agree
6.2.1
on ideas to eliminate redundancies C
6.2.2 Review Target Co. Org charts: C
6.2.4
gather edits C
© PRITCHETT MergerIntegration.com 800.992.5922 6.0 HR p.28

Costs to
6.0 Human Resources $1.660 $6.950 $0.000
6.2.5 Schedule and conduct presentation meeting with decision making

executives to present organization chart and gather further edits C
6.2.6 Revise new org chart and Job Descriptions C
TASKS
6.2.7 Determine with I.T. when to transfer to Acquirer's systems: C

Compensation C
Vacation C
401K C
HAS C
6.2.8 Review and assess incentive system C
6.2.9 Construct incentive system if none discovered in 6.2.8 C
6.2.10 Draft executive memo on new org chart C
Construct and conduct meeting with department to review new
6.2.11
organization C
6.2.12 Review Job description calibration C
6.2.13 PRITCHETT Conduct Cultural Audit C
Detailed assessments will reset the
work environment and provide a
Decline in productivity and/or departure baseline for placing key employees
6.3 Performance Management and Development 2/1/2018 5/20/2018 of key employees accordingly $0.000 $0.000 $0.000
6.3.1 Design Plan for assessing all employees C
Construct job-mapping - Job Description Matrix - Pay Grade
6.3.2
Assignment C
6.3.3 Evaluate PMD (Performance Management Development) program at

Target Co., or comparable process for evaluating pay merit C
6.3.4 Perform GAP analysis on PMD C
6.3.5 Design timeline on when to integrate Acqurier's PMD program C
6.3.6 Prepare FAQ for introduction of Acqurier's PMD program C
6.3.7 Construct presentation format for introducing PMD C
TASKS
Prepare a Training and Development plan from Performance

6.3.8
Management Development (PMD) C
6.3.9 Prepare all severance documents necessary for planned attrition C
Schedule a meeting with key HR stakeholders to discuss succession
6.3.10
planning by region C
Schedule a meeting with Finance and Legal to review PA plans and
6.3.11
recategorizing employees C
Construct the plan for introducing new PA plan and pay grade
6.3.12
changes C
Schedule a target date to introduce pay grade levels and official
6.3.13
changes (set for November) C
6.3.14 File new documentations into corporate archives C
An accurate Benefits rollover will

alleviate employee coverage concerns
Not accomplishing expense reduction addressing uncertainty and anxiety
6.4 Benefits 12/28/17 1/31/2018 objectives which leads to low productivity $0.000 $0.750 $0.000
Schedule a meeting with key stakeholders to construct benefits
6.4.1
rollover for all target Employees Day 1 C
6.4.2 Schedule a meeting with key stakeholder to understand 401K vesting C
Review any administrative service agreements (or other agreements
6.4.3
with benefit plan administrators) with respect to any benefit plans. C
Obtain a description of all severance policies (including any written
6.4.4
materials describing such policies). C
Obtain a description and itemized schedule of all non-salary “perks”
6.4.5
offered to officers and employees. C
Obtain copies of all agreements relating to “rabbi trusts” or other
TASKS
arrangements securing in any way the payment of deferred

6.4.6
compensation, severance or other payments to employees or
directors. C

Costs to
6.0 Human Resources $1.660 $6.950 $0.000
Obtain copies of the most recent report regarding post-retirement
liabilities prepared in accordance with FASB and a schedule of life
and/or health benefits for retired employees or dependents indicating
6.4.7
whether liability for those benefits has been determined, whether and
how these benefits have been funded and the number of retirees
receiving benefits. C
Schedule meeting with Legal to review any issues discovered in
6.4.8
review of target company Payroll and Benefit C
6.4.9 Construct any plan necessary post-legal review C
A well thought out Reduction will
establish the new leadership and reduce
Not accomplishing expense reductions any uncertainty of the new line of
6.5 Key Reductions in Payroll 1/2/2018 1/18/2018 and unclear line of authority authority from Day 1 $0.000 $3.200 $0.000
6.5.1 Employee Group 1 C
TASKS

A well thought out Onboarding process

All onboarding efforts minimalized, expedites employees into the culture
6.6 H.R. Orientation (Goal: Deliver within 15 days of Day One) 2/1/2018 5/20/2018 potential talent loss reducing productivity lag time $0.010 $0.000 $0.000
Prepare one-day presentation with proper content to deliver within 15
6.6.1
days of Day One C
6.6.2 Scope the content per the stakeholders for the applicable functions C
Identify who the presenters are, the applicable topics and if you want
6.6.3
to video for a webinar to distribute to multiple sites C
6.6.4 Schedule the dates and coordinate with the target company C
Design the Communications in advance for distribution to all
6.6.5
stakeholders C
6.6.6 Define the stakeholders for event C
6.6.7 Define the location C
TASKS
Design onboarding webinar to present to key predetermined sites (5-7

6.6.8
total): C
Location 1 C
Location 2 C
Location 3 C
Location 4 C
Location 5 C
Location 6 C
Determine schedule for Onboarding Orientation and whether to tie
6.6.9
with "State of Acquirer" tour. C
Communicate Onboarding Orientation schedule to key stakeholders
6.6.10
and calendar on Sharepoint C
6.6.11 Host Orientation Meeting at Target Co. corporate office with webinar to C
A well thought out Onboarding plan will
reduce the likelihood of uncertainty and
anxiety which leads to employee
6.7 Onboarding "Union" Employees 2/1/2018 3/18/2018 Departure of key union employees turnover $0.150 $0.000 $0.000
6.7.1 Design onboarding plan for Union employees C
Work with Labor strategy meeting - Services 3 & Services 1 impacted
6.7.2
the most C
TASKS
6.7.3 Define outside counsel for assistance C

6.7.4 Identify Unions and Collective Bargain Agreements C
Detail a communication plan for 11-non-union craft employees and
6.7.5
their new National Plan benefit proposal (all in Colorado) C
6.7.6 Complete HR, Payroll, Safety, Code of Conduct for Union employees C
A detailed MBO plan will make sure
employees working on integration are
not unfairly burdened while performing
their daily functional responsibilities
Not acheiving the integration financial along with the integration work to be
6.8 Integration MBO / Career Development 2/1/2018 3/1/2018 goals performed. $0.000 $0.000 $0.000

Costs to
6.0 Human Resources $1.660 $6.950 $0.000
6.8.1 Determine financial goals for 2018 integration LA
6.8.2 Establish "pool" of funds for distribution LA
6.8.3 Build evaluation criteria LA
6.8.4 Write incentives into personnel MBO's for year end LA
TASKS
Design a career plan into corporate development for future

6.8.5
integrations LA
Plan communication process with each task leader to introduce the
6.8.6
Integration MBO LA
6.8.7 Schedule meetings with each task leader LA
6.8.8 Document MBO Plan into corporate archives LA
A well defined attrition plan will identify
synergies to recognize early in the
integration phase. Best to capture
6.9 Personnel Reduction Phase(s) 1/2/2018 1/31/2018 Loss of human capital synergies within first 100 days. $1.000 $3.000 $0.000
6.9.1 Schedule a meeting with Legal/Finance/Treasure to discuss "planned

attrition" and target date for first RIF and subsequent RIF plans C
6.9.2 Assess fully burden cost C
TASKS
6.9.3 Develop a budget and financial synergy for RIF Phase(s) C

6.9.4 Plan timing and packages C
6.9.5 Construct a severance package based on Acqurier policy C
6.9.6 Schedule a meeting with Legal C
6.9.7 Schedule a meeting to share plan with Target management C
6.9.8 Design plan and budget for any additional reductions C
6.9.9 Begin construct of Phase 2 RIF C
6.9.10 Formalize all RIF plans and document with the IMO C
A detailed retention plan to execute
within the first 30-days will mitigate the
6.10 Retention Fees - any remaining plans 1/2/2018 2/28/2018 Loss of human capital synergies likelihood of losing key talent $0.500 $0.000 $0.000
Schedule key stakeholders meeting to identify critical personnel
6.10.1
utilizing Personal Assessment rankings C
6.10.2 Prescribe the package - what to include C
TASKS
Construct internal budget for retentions within first 30-days and

6.10.3
appropriate to Integration Cost Code C
Schedule meetings with respective department leads to review
6.10.4
Retention Plan and budgets C
6.10.5 Plan offerings to respective personnel C
6.10.6 Document Retention Plan into corporate archives C
A well-defined hiring plan will help
ensure the achievement of growth
6.11 Integration New Hire Plan Day 1 - 90 1/2/2018 3/31/2018 Loss of key talent objectives $0.000 $0.000 $0.000
Schedule a meeting with key stakeholders to define and construct an
6.11.1
interim hiring plan for Q1 integration activity C
6.11.2 Share Grades / Ranges for hiring C
6.11.3 Publish New Hire packages to key management for distribution C
6.11.4 Establish if training is necessary to introduce New Hire package C
Integrate internal posting of all jobs on the intranet to follow Acqurier
6.11.5
policy prior to posting on outside boards C
6.11.6 Publish on Intranet the Transfer and Promotion letter templates. C
6.11.7 Construct a line-of-authority based on R&R for new hires C
Establish a budget of new hires specific within the "Cooling Off"
6.11.8
period C
Gather a list of potential hires that have been through interview
6.11.9
process and are identified as key targets C
TASKS
6.11.10 Construct a formal plan to publish with key stakeholders of the interim
hiring plan along with line-of-authority and signature approval C
6.11.11 File Integration New Hire Plan (Day 1 - 90) into corporate governance C
6.11.12 Update Relocation Policy to Acqurier's C
6.11.13 Update Job Req Process to Acqurier's C

Costs to
6.0 Human Resources $1.660 $6.950 $0.000
Review policy on external recruiters and implement/edit Acqurier's
6.11.14
standard C
6.11.15 Review Tuition Reimbursement Policy and align to Acqurier's C
Document and Implement Acqurier's Vacation and Sick Leave Policy
6.11.16
to all Target Co. employees C
Align the VRP (Vehicle Reimbursement Policy) and match to job
6.11.17
description and employee level C
Construct a plan (Roadshow) to share all new Policies and
6.11.18
Procedures (6.11.8 - 6.11.11) C
6.11.19 Document all new hire Policy / Procedures into corporate archives C
Total: $1.660 $6.950

Finance Phase Integration Timeline
Newco - Finance Organization
Phase 1 - Reporting
Phase 2 - Reporting
Business Process and Systems Integration (BPSI) to achieve a "one-company" environment
Integrating Acqurier's SOX Processes

Costs to
7.0 FINANCE $0.530 $0.000 $0.000
A well defined org chart provides
structure and line-of-authority for
7.1 Newco - Finance Organization 2/1/2018 2/28/2018 Not capturing functional synergies communication efficacy $0.000 $0.000 $0.000
Schedule a work session with key stakeholders to assess functional
7.1.1
redundancies and begin construct of attrition plan C
7.1.2 Build roles/responsibility matrix C
7.1.4
TASKS
gather edits C
Schedule and present organization chart to decision makers and
7.1.5
gather further edits C
7.1.6 Revise new org chart C
7.1.7 Draft memo with HR on new org chart C
Schedule a department meeting to introduce new org chart/R&R for
7.1.8
review C
A clearly defined Financial Plan will
create the driving force enabling the
Not reconciling Target Co. financials Newco to generate shareholder value
7.2 Phase 1 - Reporting 2/1/2018 2/28/2018 necessary for capturing synergies and achieve financial results $0.010 $0.000 $0.000
Schedule a meeting with key stakeholders to establish Day 1
7.2.1
reporting lines and an issue escalation process. C
7.2.2 Begin to define future state of finance organization and establish a

transition plan aligned with the process and systems migration plan C
Establish interim process controls and possible Procure-to-Pay
7.2.3
program C
Begin to identify procurement synergies from vendor consolidation,
7.2.4
increased volume, SKU rationalization, and policy alignment C
TASKS
7.2.5 Construct with IT a Sox 1-year integration plan C

7.2.6 Integrate Target Co. Financials by end of January C
7.2.7 Adjust financials to Acqurier reporting methodology C
7.2.8 Complete purchase price allocation C
7.2.9 Review audits provided by accounting firm C
7.2.10 Determine if any additional 3rd party audits are necessary C
7.2.11 Construct schedules to feed into footnotes C
7.2.12 Complete Phase 1 Budgets C
7.2.13 Plan and update Segment Reporting C
7.2.14 Construct Goodwill and Statement Changes reporting C
7.2.15 Document all Phase 1 reporting activities into corporate archives C
An extensive review plan of key
contracts/obligations with Legal will
minimize long-term unexpected
Not reconciling Target Co. financials financial exposure and set the course
7.3 Phase 2 - Reporting 2/1/2018 2/22/2018 necessary for capturing synergies for achieving financial drivers $0.000 $0.000 $0.000
© PRITCHETT MergerIntegration.com 800.992.5922 7.0 Finance p.33

Costs to
7.0 FINANCE $0.530 $0.000 $0.000
Schedule a meeting with key stakeholders to discuss the structure of
7.3.1
the P&L C
7.3.2 Understanding the Depreciation schedules C
7.3.3 Review the current close process and calendar C
7.3.4 Understand accounting policies and revenue recognition C
Gather and review any pending tax matters, audits, extensions,
7.3.5
TASKS
waiver of statutes of limitations, and any list of audit adjustments C

7.3.6 Review all/any material tax opinions C
Gather and identify that payroll, withholding, sales, use, franchise,
7.3.7
and real personal property taxes are paid C
7.3.8 Review SEC Reporting C
7.3.9 Construct a risks analysis of financial reviews C
Schedule a meeting with key financial stakeholders to review
7.3.10
findings, changes and updates to reporting C
7.3.11 Document Newco reporting into corporate archives C
A well defined BPSI will help achieve a
Business Process and Systems Integration (BPSI) to achieve a smooth financial transition without
7.4 "one-company" environment 2/1/2018 3/31/2018 Not capturing synergies hampering ongoing operations $0.500 $0.000 $0.000
Schedule a work session with IT to define business process
7.4.1
requirements IP
7.4.2 Assess if outside consultant is warranted for GAP analysis etc. IP
7.4.3 Construct a plan with IT to implement systems IP
TASKS
Designing processes for migrating all financial reporting over to

7.4.4
Acqurier IP
7.4.5 Schedule a meeting with CFO for migration plan review IP
7.4.6 Make any edits from CFO review to plan IP
7.4.7 Construct final migration plan for approval IP
7.4.8 Schedule department meeting to introduce new BPSI plan IP
7.4.9 File new BPSI plan into corporate archives IP
A well defined plan in conjunction with
IT and any third party consultants will
Not synchronizing systems that will help ensure SOX compliance in a
7.5 Integrating Acqurier's SOX Processes 5/18/2018 9/30/2018 capture financial synergies timely manner $0.020 $0.000 $0.000
Schedule meeting with key stakeholders to review corporate
governance policies and procedures, including but not limited to
7.5.1 copies of codes of ethics/conducts, whistleblower policies, document
retention policies and other material corporate governance policies
and procedures. IP
7.5.2 Hire SOX consultant IP
7.5.3 Review internal controls and procedures IP
Review corporate governance committee and most recent Charters
7.5.4
and meeting minutes IP
TASKS
Understand any deficiencies in the targets internal control structure

7.5.5
reported to the audit committee or the Board of Directors IP
Construct a plan to implement key processes to implement for
7.5.6
compliance IP
7.5.7 Establish a Go-Live date (target Sept 30th) IP
7.5.8 Schedule a meeting to begin construct of the Training Plan IP
7.5.9 Build the IT Plan Costs and Resources needed to accomplish IP
Schedule a meeting with key stakeholders for Budget and Plan
7.5.10
acceptance IP
7.5.11 Make any edits derived from proposal meeting IP
7.5.12 File new SOX Plan into corporate archives IP
TOTALS: Total: $0.530 $0.000 $0.000
© PRITCHETT MergerIntegration.com 800.992.5922 7.0 Finance p.34

Communication / Marketing Phase Integration Timeline
NEWCO - Communication Team
Press Release / Investor Call
Day 1 (Prepared prior to Playbook)
Early / Regular Communication to Target Co. Employees during integration phases
On-boarding Webinars
Day 1
IMO Communication Plan
Stationary / Business Cards / Templates
Marketing Collateral
Rebranding / Capital Equipment

Costs to
8.0 COMMUNICATIONS $0.066 $0.000 $0.000
A structured organization will provide

guidance and lines of authority from the
8.1 NEWCO - Communication Team 2/1/2018 2/28/2018 Culture conflict and low productivity onset of the Newco to reduce ambiguity $0.000 $0.000 $0.000
8.1.1 Identify all PR/Communications personnel/duplications C
8.1.2 Build Communications Org Chart C
TASKS
8.1.3 Construct Roles/Responsibilities C

8.1.4 Create function mission statement/objectives/philosophies C
8.1.5 Set date to present new org chart to team C
8.1.6 Establish one-on-one meetings with team members C
A well thought out Communication Plan
and HR Plan will be developed to
anxiety which can lead employee
Not articulating the key drivers behind turnover and loss of integration
8.2 Press Release / Investor Call 2/1/2018 2/18/2018 the acquisition momentum $0.000 $0.000 $0.000
8.2.1 Define target audiences C
TASKS
8.2.2 Create specific agendas/outlines C

8.2.3 Set dates based on closing of transaction C
8.2.4 Communicate CEOs message to employees (email, letter, webinar) C
8.2.5 Archive all press releases and file into corporate archives C
will address the Deal Drivers of the
Decline in productivity from Target Co. acquisition and prescribe the financial
8.3 Day 1 (Prepared prior to Playbook) 12/18/17 1/2/2018 and/or Acqurier employees benefits $0.005 $0.000 $0.000
8.3.1 Discuss new organizational structure C
8.3.2 Establish Target All-hands date (1/2/2018) C
8.3.3 Build and Present the Peer-to-Peer Matrix for Target Co. employees C
8.3.4 Build agenda/outline of events C
8.3.5 Draft speeches, rewrites and edits C
Define all stakeholders (Presenters, audience, support staff, etc to
8.3.6 execute ALL Day 1 tasks/functions from food, audio, laptops, hotel,
etc) C
KS
8.3.7 Create invite to Day 1 (email, letters, webinars, voicemail, etc.) C
© PRITCHETT MergerIntegration.com 800.992.5922 8.0 Communications p.35

Costs to
8.0 COMMUNICATIONS $0.066 $0.000 $0.000
TAS
Set date for invite(s) to go: First one immediately after Press Release
8.3.8 and Investor Call 1.2 above; and a reminder early in the morning of
Day 1. Include location address and specific times C
Website: make all adjustments and key information for Target
8.3.9 employees available online. Also have investor link. Lastly, provide a
FAQ's for employees link on website C
8.3.10 Invite all off-site employees into webinar/audio for Day 1 event C
Benefits: Have appropriate HR personnel onsite for Day 1 to address
8.3.11 questions/issues/concerns about new benefits….this is key to this
transaction C
Plan for weekly communication; taper
Early / Regular Communication to Target Co. Employees during Decline in productivity from Target Co. delivery through integration to eventual
8.4 integration phases 2/1/2018 7/31/2018 and/or Acqurier employees newsletter beginning August 1 $0.000 $0.000 $0.000
8.4.1 Establish weekly communication with Target Co. employees C
8.4.2 Build template for weekly communication C
TASKS
8.4.3 Identify key exec from Target Co. to send communication from C
8.4.4 Assign key person to gather weekly content to provide C
8.4.5 Design process / time to sent to for final draft C
8.4.6 Begin communication planning for after close C
and HR Plan will be developed to
Decline in productivity from Target Co. anxiety which can lead to a loss of
8.5 On-boarding Webinars 2/1/2018 4/30/2018 and/or Acqurier employees employees and integration momentum $0.005 $0.000 $0.000
Schedule a meeting with HR to discuss key webinars to produce in
8.5.1
lieu of "Road Show" C
TASKS
8.5.2 Assign lead person to coordinate C

8.5.3 Determine costs analysis versus an HR Road Show C
Draft a Webinar Schedule for the integration phase with: target
8.5.4
audience, key message, release date C
8.5.5 File Webinar Schedule into corporate archives C
8.6 Day 1 1/2/2018 2/28/2018 $0.001 $0.000 $0.000

Meet with HR to establish a specific communication plan for February
8.6.1
1 C
Write a specific email the preceding week to all Target Co. employees
8.6.2 on where we are in the integration phase and what phase we will be
entering. C
TASKS
8.6.3 Determine if a webinar is necessary or desired C

Determine executive to deliver this message from - suggest Target
8.6.4
Co. C
8.6.5 Determine how the leaders will introduce the new org chart(s) C
Plan the formal deliverance of the new org charts and structure going
8.6.6
forward C
Construct all supporting communication that target employees will
8.6.7
need to hear and understand C
8.7 IMO Communication Plan 2/1/2018 2/28/2018 $0.000 $0.000 $0.000

Schedule a meeting with IMO to map out all work stream key
8.7.1
meetings and presentation dates. C
Construct Gantt chart mapping all key communications plans from
8.7.2
8.7.1 C
TASKS
Schedule necessary work stream meetings to begin developing the

8.7.3 respective communication plans, resources needed, times, key
audiences, key messages and any pertinent deliverables C
Compile all work stream communication plans into a central
8.7.4
repository C
8.7.5 File all communication plans into corporate archives C
8.8 Stationary / Business Cards / Templates 2/1/2018 2/28/2018 $0.045 $0.000 $0.000

Costs to
8.0 COMMUNICATIONS $0.066 $0.000 $0.000
8.8.1 Centralize the ordering process for all employees to order C
8.8.2 Establish process "As-Needed" C
8.8.3 Finalize style guide and templates C
TASKS
8.8.4 Establish limits and approval process C

8.8.5 Establish invoicing to appropriate costs centers C
8.8.6 Re-design Target Co. process to Acqurier format C
8.8.7 Select vendor and print updated processes for Operations C
8.8.8 File all Newco marketing material into corporate archives C
8.9 Marketing Collateral 2/1/2018 7/31/2018 $0.010 $0.000 $0.000

8.9.1 Audit all marketing collateral from both Target Co. and Acqurier IP
8.9.2 Develop a formal marketing plan - group specific IP
8.9.3 Integrate end-market marketing packages with NEWCO brand IP
8.9.4 Integrate internet IP
TASKS
8.9.5 Update corporate value proposition IP

8.9.6 Hire outside marketing team for S.W.O.T. analysis IP
Develop a Phase 1 marketing audit by third party to perform internal
8.9.7
interview and external competitive analysis IP
8.9.8 Document all new marketing material to corporate archives IP
8.10 Rebranding / Capital Equipment 2/1/2018 7/31/2018 $0.000 $0.000 $0.000

8.10.1Identify sign vendor C
8.10.2Negotiate pricing for proofs and print C
TASKS
8.10.3Establish internal proof process and sign-off C

Identify capital equipment to receive new logos based on remaining
8.10.4
life C
8.10.5 Set a roll-out date for new branding C
8.10.6 Corporate rebranding of all equipment IP
Total: $0.066 $0.000 $0.000

Safety Phase Integration Timeline
Safety Organization Assessment
Review all written policies, procedures, rules for Health and Safety
Orientation to Safety Plan (within 30-days of Day 1 at latest)
Review and Assess Inspections Policy
Review and Assess Safety Reporting Procedures
Review all Equipment, Protective Devices & Hazardous Activities
Plan Full Safety Integration Timeline

Costs to
9.0 Safety $0.005 $0.000 $0.000
Not having a review and update of Conduct a Safety Orientation for all
Safety Policies exposes the Target Co. employees making sure
organization to substantial liability and they are in compliance to Acqurier
9.1 Safety Organization Assessment 1/2/2018 1/30/2018 costs standards $0.005 $0.000 $0.000
9.1.1 Review current safety organization C
9.1.2 Plan trip to corporate and field sites to review safety operations C
9.1.3 Determine key personnel and "competency" of Safety C
9.1.4 Construct a proposed org chart for Safety with Target Co. C
TASKS
9.1.5 Coodinate with HR any RIF plans based upon evaluation C

Design a communication plan to release the updated Safety
9.1.6
Organization post Day 1 C
9.1.7 Assess need for claim/safety administrator C
9.1.8 Complete final Safety organization team and structure C
9.1.9 File new Safety Org docs into corporate archives and policy records C
Unwritten policies, procedures and A well written and documented Health

rules for health and safety can expose and Safety Plan will ensure procedures
Review all written policies, procedures, rules for Health and the organization to significant financial and guidelines for handling incidents is
9.2 Safety 1/2/2018 1/30/2018 liability proper and mitigates financial exposure $0.000 $0.000 $0.000
9.2.1 Gather all documented Safety Policies and Procedures C
9.2.2 Review past incidents for frequency and severity C
Assess if any gaps in documentation of policies, procedures, rules
9.2.3
and reporting for Safety from 9.2.1 & 9.2.2 C
TASKS
9.2.4 Construct a plan to update safety processes per Acqurier standards C

Document new Safety policies, procedures, rules, and reporting
9.2.5
C
Conduct final review of updated Safety Policy for any additional edits
9.2.6
C
File all new Safety documentation into corporate archives and policy
9.2.7
records C
Regular Safety Training and
A lack of communicating the Safety Orientation will help ensure a low
Plan may cause a spike in incident incident rate and protect the financial
9.3 Orientation to Safety Plan (within 30-days of Day 1 at latest) 3/1/2018 4/30/2018 rates bottom line $0.000 $0.000 $0.000
9.3.1 Plan Day One New Hire Orientation Process C
Coordinate communciations with H.R. and the Day One planning
9.3.2
teams C
© PRITCHETT MergerIntegration.com 800.992.5922 9.0 Safety p.38

Costs to
9.0 Safety $0.005 $0.000 $0.000
TASKS
Draft a Communication Safety Presentation and/or webinar with the

9.3.3
Communication team C
Establish a regular annual (or more frequently if needed) Safety
9.3.4
meeting for all key stakeholders C
File any new Safety Plan Orientation into corporate archives and
9.3.5
records C
An absence of regular inspections may A well documented Inspection Policy
reduce lifespan and output capabilities will help maximize the lifespan and
9.4 Review and Assess Inspections Policy 1/2/2018 1/30/2018 of equipment investment of capital assets $0.000 $0.000 $0.000
9.4.1 Gather and review inspection policies, procedures and rules C
Determine if frequency of inspections, spot-checks and audits are
9.4.2
within reasonable time frames C
TASKS
9.4.3 Review reporting of inspections C

Determine if the Inspection reporting policies, procedures, rules and
9.4.4
reporting needs to be update or re-written C
9.4.5 Review final draft of Inspection Reporting C
9.4.6
File new Inspection Policy into corporate archives and policy records C
A lack of proper reporting could result Proper reporting will help mitigate
in financial exposure to the potential issues that may cause
9.5 Review and Assess Safety Reporting Procedure 1/2/2018 1/30/2018 organization financial losses $0.000 $0.000 $0.000
Gather and review letters or forms for written warnings or
9.5.1
suspensions C
9.5.2 Review schedule of regular safety talks or demonstrations C
Review communication channel for supervisors, maintenance and
9.5.3
outside contractors C
9.5.4 Assess the timing of work and procedural issues C
TASKS
9.5.5 Determine if Target Co. is following their own Reporting Policies C

9.5.6 Re-write any necessary Reporting Policies and Procedures C
Construct a Communication Plan for any new Reporting Policies and
9.5.7
Procedures C
Schedule meetings to communicate and train new Reporting Policies
9.5.8
and Procedures C
File new Reporting Policies and Procedures into corporate archives
9.5.9
and records C
Not having policies, procedures and
rules around equipment acquisitions, Well defined polices, procedures and
protective devices, and hazardous rules for equipment acquisition,
activities expose employees to an protective devices and hazardous
Review all Equipment, Protective Devices & Hazardous unsafe environment and potential activities governs employees safety
9.6 Activities 1/2/2018 1/30/2018 financial impact to the organization and well-being $0.000 $0.000 $0.000
Gather and review policies, procedures and rules for purchasing
9.6.1
"safety" equipment LA
9.6.3 Assess the training procedure for new safety equipment LA
9.6.4 Assess the maintenance logs of equipment LA
Assess if the Safety supervisor knows the provisions of the OHSA
TASKS
9.6.5 and its Regulations for work, protective devices, and procedures
which apply to each location in the company LA
Assess if regular consideration for protection around work practices,
9.6.6
procedures, protective devices and equipment is being adhered to LA
File any new policies, procedures and rules for equipment
9.6.7 acquisition and/or protective devices into corporate archives and
records. LA
Not having a Safety Integration Plan Begin designing the Safety Integration
puts Acqurier's core value proposition Plan in due diligence and coordinate
at high risk as Safety is a core value to the Safety Orientation with Day 1
9.7 Plan Full Safety Integration Timeline 1/2/2018 12/31/2018 the organization Communicaiton Team $0.000 $0.000 $0.000
Design complete integration timeline based on discoveries in ID#'s 1-
9.7.1
6 IP
TASKS
9.7.2 Review milestones & timeline to IMO integration projection IP

9.7.3 Adjust full Safety integration as necessary IP
9.7.4 Document complete Safety Integration Plan & timeline IP
9.7.5 Present Safety Integration completed plan to the IMO IP
9.7.6 File the Safety Integration Plan into corporate archives and records IP

Costs to
9.0 Safety $0.005 $0.000 $0.000
Total: $0.005 $0.000 $0.000

Product Development Integration Timeline
Organization Chart
Methodology Knowledge
Transfer
New Methodology
Implementation

Costs to
ID # Phase "WHAT'S"/Task "HOW'S" Description Start Complete Task Achieve Financial Incremental
Status Date Date Leader Risks/Issues Description Mitigation Plan (CA) Synergies Revenue
10.0 Product Development $0.041 $0.000 $0.000
1.1 Organization Chart 1/21/2018 3/21/2018 $0.000 $0.000 $0.000

TASKS
10.1.1 Perform talent assessment/audit C 1/21/2018 2/21/2018

10.1.2 Determine Product Development Organization Chart C 2/21/2018 3/21/2018
1.2 Methodology Knowledge Transfer 1/1/2018 3/7/2018 $0.020 $0.000 $0.000

10.2.1 Plan the critical path C 1/1/2018 1/8/2018
10.2.2 Review project development and disciplines C 1/1/2018 1/8/2018
TASKS
10.2.3 Review development paradigms and practices C 1/11/2018 1/18/2018

10.2.4 Build repository of best practices C 1/18/2018 1/25/2018
10.2.5 Share methodologies and tools C 2/25/2018 3/1/2018
10.2.6 Deliver training on methodologies C 3/1/2018 3/7/2018
Communication plan that sells the

1.3 New Methodology Implementation 1/1/2018 6/30/2018 Resistance to new approach merits of best practices $0.021 $0.000 $0.000
10.3.1 Assess and control risks C 1/1/2018 3/20/2018
TASKS
10.3.2 Involve a full project team from the outset C 1/1/2018 1/1/2018
10.3.3 Plan the critical path C 3/1/2018 3/5/2018
10.3.4 Expect setbacks, and be prepared to modify approach C 3/5/2018 6/30/2018
Total: $0.041 $0.000 $0.000
© PRITCHETT MergerIntegration.com 800.992.5922 10.0 Product Development p.41

Communication Matrix
Ownership (From
Type of Information Key Message Audience Vehicles (How) Timing / Frequency Whom)
Day 1 Prep
Press Release Intent to acquire Target Co. Investors Letter / Press 12/31/2017
All-Hands Invitation to Day 1 Announce acquisition, introduce newco Employees In-Person/Webinar 1/2/2018
Employee email notification of Day 1 Announce acquisition, introduce newco & Day 1 invite Target Co. Employees email 1/2/2018
Day 1 Agenda Outline for CEO's Day 1 All-Hands Presentation Employees Outline 1/2/2018
Benefits All Target Co. employees have rolled over on 1/2 Employees In-Person/Webinar 1/2/2018
Benefit Packages Deliver benefit packages to Target Co. employees Employees Packages /Website 1/2/2018
FAQ's for Integration Typical questions / answers provided Employees Website 1/2/2018
Function Peer Identification Peer alignment per function for smooth integration Functional Leads In-Person 1/3/2018
Planning & Executions
< Day 30 Key Communications

IMO Charter Presentation (Acquirer) Introduce IMO Charter/Purpose/Structure IMO Team / WS Leaders Conf Call 12/23/2017
xx < Day 30
IMO Charter Presentation (Target Co.) Introduce IMO Charter/Purpose/Structure IMO Team / Stakeholders In-Person/Webinar 1/14/2018
Overview of IMO progress, structure and upcoming events specific to
Integration update and overview integration Employees Email 1/25/2018
RIF Communicaton This is the only RIF and the team is set going forward Employees Email 2/1/2018
Daily Operation How should Target Co. operate Target Co. Exec Team Conf Call / In-Person 1/2/2018
Process Documents Deliver all key documents for bid process Grp leads Email ASAP
Reporting Structure Provide org chart / peer-to-peer for Sen Level Mang Target Co. Sen Management Email 1/25/2018
Process What / Who is line of authority Target Co. Operations Conf Call / In-Person 1/2/2018
"Early Wins" Key integration accomplishments (new bids, wins, etc) Employees email Weekly
Online Store Introduce new swag Employees email 1/31/2018
Website Introduce new website Employees/Suppliers/Clients Email 2/27/2018
New Operation Targets Identify key projects / clients to pursue Group Leads In-Person Weekly
Day 31 - 60
Integration Update Email from Target Co.. Incorporate webinars for
"Early Wins" orientation adoption All Employees Email Weekly / Friday
Newco Organization Chart Publish formal org chart Target Co. Employees Email 2/1/2018
IMO Updates Communicate IMO structure changes IMO Team / WS Leaders Email 2/1/2018
Day 31 - 120
Integration
Webinars: Develop topical webinars for Target Co. employees to

Training and Onboarding distribute in weekly emails Target Co. Employees Email Weekly / Friday
Day 61 - 120
Early wins in Newsletter Monthly IMO tracking IMO Committee Presentation Bi-Monthly IMO
Email / Formal
New Sales / RFPs Tracking incremental wins Employees Presentations Monthly
New End-market plans Updating all on end-market opportunities to look for Employees Webinar Weekly / Friday
Email / Formal
New process training Pertinent information and guidelines to follow Employees Presentations As Needed
> 120 Days
IMO winding down/close 7/31/18 Summary of Integration Deal Driver Actuals Committee and Board In-Person TBD Integration Manager
Monitoring
Details of work stream activities/tasks still open and that must continue
End State
Key work streams to continue for success IMO Team / Stakeholders In-Person TBD Integration Manager
Detail IMO Close Plan Formal documentation of Actual synergies and incremental revenue IMO Team / WS Leaders In-Person TBD Integration Manager
Produce a report from Employee, Client and Supplier survey on
Integration intangible metrics "Integration Feedback" Employees/Suppliers/Clients Survey TBD Integration Manager
Integration synergies Produce final reporting on Cost Synergies and Incremental Revenue IMO Committee Presentation TBD
© PRITCHETT MergerIntegration.com 800.992.5922 Communication Matrix p.42

Budget Summary: Synergies and CTA
Due Diligence Playbook Y/E
YTD Comments
In Thousands: Projection Build-up Forecast
Strategic Due Diligence $0.000 $0.000 $0.000
Sales $1.550 $0.000 $1.550
IT $1.084 $0.185 $1.090
Legal $0.100 $0.094 $0.130
Treasury $1.000 $0.098 $1.000
Integration Costs $0.800 $0.600 $1.000
Cost to Achieve Operations $2.065 $1.126 $2.066
HR $1.660 $0.880 $1.660
Finance $0.530 $0.030 $0.050
Communications $0.066 $0.074 $0.095
Safety $0.005 $0.010 $0.010
Product Development $0.041 $0.110 $0.041
Contingency $0.200 $0.000 $0.000
Totals: $0.000 $9.101 $3.207 $8.692

Sales $0.000 $0.000 $0.000
IT $0.000 $0.000 $0.000
Legal $0.000 $0.000 $0.000
Treasury $0.100 $0.100 $0.125
Financial
Operations $0.410 $0.115 $0.355
Synergies
HR $6.950 $1.088 $6.950
Finance $0.000 $0.000 $0.000
Safety $0.000 $0.000 $0.000
Totals: $0.000 $7.460 $1.303 $7.430

Sales $16.000 $4.000 $16.000
IT $0.000 $0.000 $0.000
Legal $0.000 $0.000 $0.000
Treasury $0.250 $0.000 $0.250
Incremental
Operations $20.000 $11.000 $25.000
Revenue
HR $0.000 $0.000 $0.000
Finance $0.000 $0.000 $0.000
Safety $0.000 $0.000 $0.000
Totals: $0.000 $36.250 $15.010 $41.250
Acquisition Revenue Less Costs to Achieve $0.000 $34.609 $13.106 $39.988
INPUT DATA
© PRITCHETT MergerIntegration.com 800.992.5922 Budget Summary p.43

Budget Tracking
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC YTD Actuals Y/E Forecast
Strategic Due Diligence
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Sales
PLAN $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $0.129 $1.550
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.550
ABOVE / (BELOW) PLAN ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($0.129) ($1.550)
IT
PLAN $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $0.090 $1.084
ACTUAL $0.009 $0.010 $0.000 $0.128 $0.038 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.185 $1.090
ABOVE / (BELOW) PLAN ($0.081) ($0.080) ($0.090) $0.038 ($0.052) ($0.090) ($0.090) ($0.090) ($0.090) ($0.090) ($0.090) ($0.090) ($0.899)
Legal
PLAN $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.100
ACTUAL $0.000 $0.071 $0.023 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.094 $0.130
ABOVE / (BELOW) PLAN ($0.008) $0.063 $0.015 ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.006)
Treasury
PLAN $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $0.150 $1.800
Costs to Achieve (CA)
ACTUAL $0.215 $0.320 $0.219 $0.227 $0.217 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.198 $2.000
ABOVE / (BELOW) PLAN $0.065 $0.170 $0.069 $0.077 $0.067 ($0.150) ($0.150) ($0.150) ($0.150) ($0.150) ($0.150) ($0.150) ($0.602)
Operations
PLAN $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $0.172 $2.065
ACTUAL $0.400 $0.100 $0.104 $0.322 $0.200 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.126 $2.066
ABOVE / (BELOW) PLAN $0.228 ($0.072) ($0.068) $0.150 $0.028 ($0.172) ($0.172) ($0.172) ($0.172) ($0.172) ($0.172) ($0.172) ($0.939)
HR
PLAN $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $0.138 $1.660
ACTUAL $0.760 $0.120 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.880 $1.660
ABOVE / (BELOW) PLAN $0.622 ($0.018) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.138) ($0.780)
Finance
PLAN $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.044 $0.530
ACTUAL $0.000 $0.030 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.030 $0.050
ABOVE / (BELOW) PLAN ($0.044) ($0.014) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.044) ($0.500)
Communications
PLAN $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.006 $0.066
ACTUAL $0.034 $0.020 $0.000 $0.020 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.074 $0.095
ABOVE / (BELOW) PLAN $0.029 $0.015 ($0.006) $0.015 ($0.006) ($0.006) ($0.006) ($0.006) ($0.006) ($0.006) ($0.006) ($0.006) $0.008
Safety
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.005
ACTUAL $0.010 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010 $0.010
ABOVE / (BELOW) PLAN $0.010 ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) ($0.000) $0.005
Product Development
PLAN $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.003 $0.041
ACTUAL $0.000 $0.010 $0.100 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.110 $0.041
ABOVE / (BELOW) PLAN ($0.003) $0.007 $0.097 ($0.003) ($0.003) ($0.003) ($0.003) ($0.003) ($0.003) ($0.003) ($0.003) ($0.003) $0.069
Contingency
PLAN $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.017 $0.200
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.017) ($0.200)
TOTALS:
PLAN $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $0.758 $9.101
ACTUAL $1.428 $0.681 $0.446 $0.697 $0.455 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $3.707 $8.692
ABOVE / (BELOW) PLAN $0.670 ($0.077) ($0.312) ($0.061) ($0.303) ($0.758) ($0.758) ($0.758) ($0.758) ($0.758) ($0.758) ($0.758) ($5.394)
© PRITCHETT MergerIntegration.com 800.992.5922 Budget Tracking p.44

Budget Tracking

PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Sales
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
IT
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Legal
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Financial Synergies
Treasury
PLAN $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.008 $0.100
ACTUAL $0.000 $0.000 $0.000 $0.100 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.100 $0.125
ABOVE / (BELOW) PLAN ($0.008) ($0.008) ($0.008) $0.092 ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) ($0.008) $0.000
Operations
PLAN $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.034 $0.410
ACTUAL $0.010 $0.030 $0.013 $0.031 $0.031 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.115 $0.355
ABOVE / (BELOW) PLAN ($0.024) ($0.004) ($0.021) ($0.003) ($0.003) ($0.034) ($0.034) ($0.034) ($0.034) ($0.034) ($0.034) ($0.034) ($0.295)
HR
PLAN $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $0.579 $6.950
ACTUAL $0.320 $0.156 $0.156 $0.238 $0.218 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.088 $6.950
ABOVE / (BELOW) PLAN ($0.259) ($0.423) ($0.423) ($0.341) ($0.361) ($0.579) ($0.579) ($0.579) ($0.579) ($0.579) ($0.579) ($0.579) ($5.862)
Finance
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Communications
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Safety
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Product Development
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
TOTALS:
PLAN $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $0.622 $7.460
ACTUAL $0.330 $0.186 $0.169 $0.369 $0.249 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.303 $7.430
ABOVE / (BELOW) PLAN ($0.292) ($0.436) ($0.453) ($0.253) ($0.373) ($0.622) ($0.622) ($0.622) ($0.622) ($0.622) ($0.622) ($0.622) ($6.157)

Budget Tracking

PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Sales
PLAN $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $1.333 $16.000
ACTUAL $0.000 $0.000 $0.000 $4.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $4.000 $16.000
ABOVE / (BELOW) PLAN ($1.333) ($1.333) ($1.333) $2.667 ($1.333) ($1.333) ($1.333) ($1.333) ($1.333) ($1.333) ($1.333) ($1.333) ($12.000)
IT
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Legal
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Incremental Revenue
Treasury
PLAN $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.021 $0.250
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.250
ABOVE / (BELOW) PLAN ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.021) ($0.250)
Operations
PLAN $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $20.000
ACTUAL $0.000 $2.000 $2.000 $2.000 $5.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $11.000 $25.000
ABOVE / (BELOW) PLAN ($1.667) $0.333 $0.333 $0.333 $3.333 ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($9.000)
HR
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Finance
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Communications
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.010 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010 $0.000
ABOVE / (BELOW) PLAN $0.010 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010
Safety
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Product Development
PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ACTUAL $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
ABOVE / (BELOW) PLAN $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
TOTALS:
PLAN $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $3.021 $36.250
ACTUAL $0.010 $2.000 $2.000 $6.000 $5.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $15.010 $41.250
ABOVE / (BELOW) PLAN ($3.011) ($1.021) ($1.021) $2.979 $1.979 ($3.021) ($3.021) ($3.021) ($3.021) ($3.021) ($3.021) ($3.021) ($21.240)

Budget Tracking
Initiative 1
PLAN $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $5.000
ACTUAL $0.000 $0.000 $0.000 $2.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $2.000 $5.000
ABOVE / (BELOW) PLAN ($0.417) ($0.417) ($0.417) $1.583 ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($3.000)
Operations 5.7 Detail
Initiative 2
PLAN $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $5.000
ACTUAL $0.000 $0.000 $0.000 $1.000 $1.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $2.000 $5.000
ABOVE / (BELOW) PLAN ($0.417) ($0.417) ($0.417) $0.583 $0.583 ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($3.000)
Initiative 3
PLAN $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $5.000
ACTUAL $0.000 $0.000 $0.000 $1.000 $1.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $2.000 $5.000
ABOVE / (BELOW) PLAN ($0.417) ($0.417) ($0.417) $0.583 $0.583 ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($3.000)
Initiative 4
PLAN $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $0.417 $5.000
ACTUAL $0.000 $0.000 $0.000 $1.000 $2.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $3.000 $5.000
ABOVE / (BELOW) PLAN ($0.417) ($0.417) ($0.417) $0.583 $1.583 ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($0.417) ($2.000)
TOTALS:
PLAN $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $1.667 $20.000
ACTUAL $0.000 $0.000 $0.000 $5.000 $4.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $9.000 $20.000
ABOVE / (BELOW) PLAN ($1.667) ($1.667) ($1.667) $3.333 $2.333 ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($1.667) ($11.000)

Budget Worksheet
ACTUAL INPUTS BY TASK LEADERS Y/E Forecast
Strategic Due Diligence ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Costs to Achieve
0.1 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.2 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.3 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.4 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.5 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Sales ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
1.1 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.2 $0.050 $0.000 ($0.050) 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.050
1.3 $0.500 $0.000 ($0.500) 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.500
1.4 $0.500 $0.000 ($0.500) 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.500
1.5 $0.500 $0.000 ($0.500) 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.500
$1.550 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.550
I.T. ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
2.1 $0.010 $0.000 ($0.010) 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010
2.2 $0.000 $0.000 $0.000 5/7/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.3 $0.070 $0.016 ($0.054) 4/8/2018 $0.000 $0.000 $0.000 $0.000 $0.016 $0.070
2.4 $0.600 $0.147 ($0.453) 4/30/2018 $0.009 $0.010 $0.000 $0.128 $0.000 $0.600
2.5 $0.010 $0.016 $0.006 6/1/2018 $0.000 $0.000 $0.000 $0.000 $0.016 $0.016
2.6 $0.030 $0.006 ($0.024) 4/3/2018 $0.000 $0.000 $0.000 $0.000 $0.006 $0.030
2.7 $0.284 $0.000 ($0.284) 11/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.284
2.8 $0.030 $0.000 ($0.030) 9/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.030
2.9 $0.050 $0.000 ($0.050) 8/23/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.050
$1.084 $0.185 $0.009 $0.010 $0.000 $0.128 $0.038 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.090
LEGAL ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
3.1 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.2 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.3 $0.020 $0.004 ($0.016) 3/31/2018 $0.000 $0.001 $0.003 $0.000 $0.000 $0.040
3.4 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.5 $0.010 $0.020 $0.010 2/28/2018 $0.000 $0.020 $0.000 $0.000 $0.000 $0.020
3.6 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.7 $0.020 $0.020 $0.000 3/31/2018 $0.000 $0.000 $0.020 $0.000 $0.000 $0.020
3.8 $0.030 $0.050 $0.020 3/1/2018 $0.000 $0.050 $0.000 $0.000 $0.000 $0.050
3.9 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.080 $0.094 $0.000 $0.071 $0.023 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.130
Treasury ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
4.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.2 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.4 $0.000 $0.000 $0.000 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.5 $0.000 $0.000 $0.000 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.6 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
INTEGRATION COSTS 4.7 $0.800 $0.600 ($0.200) 7/31/2018 $0.200 $0.300 $0.200 $0.200 $0.200 $1.000
4.8 $1.000 $0.098 ($0.902) 7/31/2018 $0.015 $0.020 $0.019 $0.027 $0.017 $1.000
$1.800 $0.698 $0.215 $0.320 $0.219 $0.227 $0.217 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $2.000
OPERATIONS ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
5.1 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.2 $0.000 $0.000 $0.000 5/3/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.3 $0.005 $0.006 $0.001 4/30/2018 $0.000 $0.000 $0.004 $0.002 $0.000 $0.006
5.4 $0.020 $0.000 ($0.020) 8/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.020
5.5 $0.040 $0.020 ($0.020) 4/30/2018 $0.000 $0.000 $0.000 $0.020 $0.000 $0.040
5.6 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7 $2.000 $1.100 ($0.900) 12/31/2018 $0.400 $0.100 $0.100 $0.300 $0.200 $2.000
5.8 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.9 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
© PRITCHETT MergerIntegration.com 800.992.5922 Budget Worksheet p.48

5.10 $0.000 $0.000 $0.000 8/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$2.065 $1.126 $0.400 $0.100 $0.104 $0.322 $0.200 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $2.066
H.R. ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
6.1 $0.000 $0.000 $0.000 1/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.2 $0.000 $0.000 $0.000 4/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.3 $0.000 $0.000 $0.000 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.4 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.5 $0.000 $0.000 $0.000 1/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.6 $0.010 $0.000 ($0.010) 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010
6.7 $0.150 $0.030 ($0.120) 3/18/2018 $0.010 $0.020 $0.000 $0.000 $0.000 $0.150
6.8 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.9 $1.000 $0.750 ($0.250) 1/31/2018 $0.750 $0.000 $0.000 $0.000 $0.000 $1.000
6.10 $0.500 $0.100 ($0.400) 2/28/2018 $0.000 $0.100 $0.000 $0.000 $0.000 $0.500
6.11 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$1.660 $0.880 $0.760 $0.120 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $1.660
FINANCE ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
7.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.2 $0.010 $0.030 $0.020 2/28/2018 $0.000 $0.030 $0.000 $0.000 $0.000 $0.030
7.3 $0.000 $0.000 $0.000 2/22/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.4 $0.500 $0.000 ($0.500) 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.5 $0.020 $0.000 ($0.020) 9/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.020
$0.530 $0.030 $0.000 $0.030 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.050
COMMUNICATION /
MARKETING ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
8.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.2 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.3 $0.005 $0.010 $0.005 1/2/2018 $0.010 $0.000 $0.000 $0.000 $0.000 $0.010
8.4 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.5 $0.005 $0.020 $0.015 4/30/2018 $0.000 $0.000 $0.000 $0.020 $0.000 $0.020
8.6 $0.001 $0.010 $0.009 2/28/2018 $0.010 $0.000 $0.000 $0.000 $0.000 $0.010
8.7 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.8 $0.045 $0.024 ($0.021) 2/28/2018 $0.014 $0.010 $0.000 $0.000 $0.000 $0.045
8.9 $0.010 $0.010 $0.000 7/31/2018 $0.000 $0.010 $0.000 $0.000 $0.000 $0.010
8.10 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.066 $0.074 $0.034 $0.020 $0.000 $0.020 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.095
SAFETY ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
9.1 $0.005 $0.010 $0.005 1/30/2018 $0.010 $0.000 $0.000 $0.000 $0.000 $0.010
9.2 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.4 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.5 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.6 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.7 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.005 $0.010 $0.010 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010
Product Development ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
10.1 $0.000 $0.000 $0.000 3/21/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.2 $0.020 $0.110 $0.090 3/7/2018 $0.000 $0.010 $0.100 $0.000 $0.000 $0.020
10.3 $0.021 $0.000 ($0.021) 6/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.021
$0.041 $0.110 $0.000 $0.010 $0.100 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.041
CONTINGENCY ID# Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
N/A $0.200 $0.000 ($0.200) 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.200 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

0.1 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.2 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.3 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.4 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.5 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.1 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.2 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.3 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.4 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.5 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.2 $0.000 $0.000 $0.000 5/7/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.3 $0.000 $0.000 $0.000 4/8/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.4 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.5 $0.000 $0.000 $0.000 6/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.6 $0.000 $0.000 $0.000 4/3/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.7 $0.000 $0.000 $0.000 11/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.8 $0.000 $0.000 $0.000 9/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.9 $0.000 $0.000 $0.000 8/23/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.1 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.2 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.3 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.4 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.5 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.6 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.7 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.8 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.9 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.2 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.4 $0.000 $0.000 $0.000 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.5 $0.100 $0.000 ($0.100) 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.025
4.6 $0.000 $0.100 $0.100 3/31/2018 $0.000 $0.000 $0.000 $0.100 $0.000 $0.100
INTEGRATION COSTS 4.7 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.8 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.100 $0.100 $0.000 $0.000 $0.000 $0.100 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.125
nancial Synergies
5.1 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.2 $0.000 $0.000 $0.000 5/3/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.010
5.4 $0.100 $0.030 ($0.070) 8/31/2018 $0.000 $0.030 $0.000 $0.000 $0.000 $0.120
5.5 $0.060 $0.032 ($0.028) 4/30/2018 $0.010 $0.000 $0.000 $0.011 $0.011 $0.025
5.6 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.8 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.9 $0.250 $0.053 ($0.197) 5/30/2018 $0.000 $0.000 $0.013 $0.020 $0.020 $0.200
5.10 $0.000 $0.000 $0.000 8/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.410 $0.115 $0.010 $0.030 $0.013 $0.031 $0.031 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.355

Fin
6.1 $0.000 $0.000 $0.000 1/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.2 $0.000 $0.000 $0.000 4/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.3 $0.000 $0.000 $0.000 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.4 $0.750 $0.100 ($0.650) 1/31/2018 $0.020 $0.020 $0.010 $0.030 $0.020 $0.750
6.5 $3.200 $0.360 ($2.840) 1/18/2018 $0.300 $0.010 $0.020 $0.020 $0.010 $3.200
6.6 $0.000 $0.000 $0.000 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.7 $0.000 $0.000 $0.000 3/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.8 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.9 $3.000 $0.628 ($2.372) 1/31/2018 $0.000 $0.126 $0.126 $0.188 $0.188 $3.000
6.10 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.11 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$6.950 $1.088 $0.320 $0.156 $0.156 $0.238 $0.218 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $6.950
7.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.2 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.3 $0.000 $0.000 $0.000 2/22/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.4 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.5 $0.000 $0.000 $0.000 9/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
COMMUNICATION /
8.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.2 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.3 $0.000 $0.000 $0.000 1/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.4 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.5 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.6 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.7 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.8 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.9 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.10 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.1 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.2 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.4 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.5 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.6 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.7 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.1 $0.000 $0.000 $0.000 3/21/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.2 $0.000 $0.000 $0.000 3/7/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.3 $0.000 $0.000 $0.000 6/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.1 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.2 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.3 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.4 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
0.5 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

1.1 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
1.2 $4.500 $1.000 ($3.500) 5/30/2018 $0.000 $0.000 $0.000 $1.000 $0.000 $4.500
1.3 $4.000 $1.000 ($3.000) 5/30/2018 $0.000 $0.000 $0.000 $1.000 $0.000 $4.000
1.4 $4.000 $2.000 ($2.000) 5/30/2018 $0.000 $0.000 $0.000 $2.000 $0.000 $4.000
1.5 $3.500 $0.000 ($3.500) 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $3.500
$16.000 $4.000 $0.000 $0.000 $0.000 $4.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $16.000
2.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.2 $0.000 $0.000 $0.000 5/7/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.3 $0.000 $0.000 $0.000 4/8/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.4 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.5 $0.000 $0.000 $0.000 6/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.6 $0.000 $0.000 $0.000 4/3/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.7 $0.000 $0.000 $0.000 11/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.8 $0.000 $0.000 $0.000 9/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
2.9 $0.000 $0.000 $0.000 8/23/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.1 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.2 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.3 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.4 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.5 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.6 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.7 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.8 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
3.9 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.2 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.4 $0.200 $0.000 ($0.200) 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.200
4.5 $0.000 $0.000 $0.000 10/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.6 $0.050 $0.000 ($0.050) 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.050
INTEGRATION COSTS 4.7 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
4.8 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Incremental Revenue
$0.250 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.250
5.1 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.2 $0.000 $0.000 $0.000 5/3/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.4 $0.000 $0.000 $0.000 8/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.5 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.6 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7 $20.000 $11.000 ($9.000) 12/31/2018 $0.000 $2.000 $2.000 $2.000 $5.000 $25.000
5.8 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.9 $0.000 $0.000 $0.000 5/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.10 $0.000 $0.000 $0.000 8/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$20.000 $11.000 $0.000 $2.000 $2.000 $2.000 $5.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $25.000
6.1 $0.000 $0.000 $0.000 1/2/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.2 $0.000 $0.000 $0.000 4/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.3 $0.000 $0.000 $0.000 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.4 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.5 $0.000 $0.000 $0.000 1/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.6 $0.000 $0.000 $0.000 5/20/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.7 $0.000 $0.000 $0.000 3/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000

6.8 $0.000 $0.000 $0.000 3/1/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.9 $0.000 $0.000 $0.000 1/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.10 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
6.11 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.2 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.3 $0.000 $0.000 $0.000 2/22/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.4 $0.000 $0.000 $0.000 3/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
7.5 $0.000 $0.000 $0.000 9/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
COMMUNICATION /
8.1 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.2 $0.000 $0.000 $0.000 2/18/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.3 $0.000 $0.010 $0.010 1/2/2018 $0.010 $0.000 $0.000 $0.000 $0.000 $0.000
8.4 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.5 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.6 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.7 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.8 $0.000 $0.000 $0.000 2/28/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.9 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
8.10 $0.000 $0.000 $0.000 7/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.010 $0.010 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.1 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.2 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.3 $0.000 $0.000 $0.000 4/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.4 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.5 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.6 $0.000 $0.000 $0.000 1/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
9.7 $0.000 $0.000 $0.000 12/31/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.1 $0.000 $0.000 $0.000 3/21/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.2 $0.000 $0.000 $0.000 3/7/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
10.3 $0.000 $0.000 $0.000 6/30/2018 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
$0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Initiative 1 ID# Task Leader: Plan Actual Δ Complete Date JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
5.7.12 $5.000 $2.000 ($3.000) 12/31/2018 $0.000 $0.000 $0.000 $2.000 $0.000 $5.000
Operations 5.7 Detail
$5.000 $0.000 $0.000 $0.000 $2.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7.12 $5.000 $2.000 ($3.000) 12/31/2018 $0.000 $0.000 $0.000 $1.000 $1.000 $5.000
$5.000 $0.000 $0.000 $0.000 $1.000 $1.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7.12 $5.000 $4.000 ($1.000) 12/31/2018 $0.000 $2.000 $0.000 $1.000 $1.000 $5.000
$5.000 $0.000 $2.000 $0.000 $1.000 $1.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
5.7.12 $5.000 $3.000 ($2.000) 12/31/2018 $0.000 $0.000 $0.000 $1.000 $2.000 $5.000
$5.000 $0.000 $0.000 $0.000 $1.000 $2.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
Totals: $0.000 $2.000 $0.000 $5.000 $4.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000 $0.000
INPUT DATA

•Blue
Complete •Complete!
•White
Not Started •Not started, planned start date in future.
Status Coding
•Green
In Process •Started. On track, no major issues (“On Target”)
•No major outstanding issues/risks. Project is expected to meet all milestones
•Yellow
•Started or Late Start. One or more outstanding issues/risks for which a
Low
resolution plan exists. Project is in danger of missing a milestone if issue/risk is
Alert not resolved
•Some delay, little or no impact on this or other projects (“At Risk”)
•Red
•Started or Late Start. One or more outstanding issues/risks for which a
High
resolution plan does not exist. Project has missed or is expected to miss a
Alert milestone
•Major delay, significant impact on this or other projects (“Behind Target”)
Dashboard Template
Workstream WS ID# Status Description
IMO Due Diligence 0.0
Sales 1.0
IT 2.0
Legal 3.0
Treasury 4.0
Operations 5.0
HR 6.0
Finance 7.0
Communications 8.0
Safety 9.0
Product Development 10.0
© PRITCHETT MergerIntegration.com 800.992.5922 Dashboard p.54

100 Day Integration Plan Acquisition Playbook A Abreviated - 0

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100-Day Integration Plan

· Merger Integration Certification Workshop attendees

© PRITCHETT MergerIntegration.com 800.992.5922 Table of Contents p.2

Steering Top Decision

Teams Planning &

Work Breakdown Stucture Plan

Committee Chair Approves Financial Decisions and Corporate Policy

© PRITCHETT MergerIntegration.com 800.992.5922 Governance p.3

Consultant: Sets schedules and agendas, reports

Synergy Program Manager 50%

Lead: I.T. 100%

Lead: LEGAL 50%

Lead: TREASURY 50%

Lead: OPERATIONS 100%

Lead: H.R. 75%

Lead: FINANCE 50%

Lead: COMMUNICATIONS / MARKETING 50%

Lead: SAFETY 20%

© PRITCHETT MergerIntegration.com 800.992.5922 Governance p.4

Integration Project Organization

Work Stream / Thread Members Role

© PRITCHETT MergerIntegration.com 800.992.5922 Governance p.5

© PRITCHETT MergerIntegration.com 800.992.5922 Governance p.6

Identify changes in historical accounting practices to current (i.e.

© PRITCHETT MergerIntegration.com 800.992.5922 0.0 Due Diligence p.7......

© PRITCHETT MergerIntegration.com 800.992.5922 0.0 Due Diligence p.8......

0.4.13 Develop revised logo and brand standards guide

Prepare an I.T. due diligence

© PRITCHETT MergerIntegration.com 800.992.5922 0.0 Due Diligence p.9......

Review the process by which the sales and operations staff

Total: $0.000 $0.000 $0.000

© PRITCHETT MergerIntegration.com 800.992.5922 0.0 Due Diligence p.10......

Product/Service 1 Sales Integration

Product/Service 2 Sales Integration

Product/Services 3 Sales Integration

Product/Services 4 Sales Integration

Phase and Task Identification Risk Log Financial (In Thousands)

1.1.3 Construct, build and publish Newco Sales Org chart C

© PRITCHETT MergerIntegration.com 800.992.5922 1.0 Sales p.11

Construct a tactical plan based on tasks in 1.3.2 and 1.3.3 meetings

Construct a tactical plan based on tasks in 1.4.2 and 1.4.3 meetings

© PRITCHETT MergerIntegration.com 800.992.5922 1.0 Sales p.12

Total: $1.550 $0.000 $16.000

© PRITCHETT MergerIntegration.com 800.992.5922 1.0 Sales p.13

NEWCO - I.T. Org & Dept Transition

Security & Access

Phase and Task Identification Risk Log Financial (In Thousands)

2.1.2 Transition Target web site to Corp Communications C

- In-flight projects & investment pipeline

Establish required Enterprise Tech security access and control

© PRITCHETT MergerIntegration.com 800.992.5922 2.0 IT p.14

2.4.2 Install Voip Telephone System in Target Co. facilities C

2.6 Applications 1/31/2018 4/3/2018 $0.030 $0.000 $0.000

Transfer Sales Forecasting to Acquirer's governance

Design and implement ERP integration on E1 platform

© PRITCHETT MergerIntegration.com 800.992.5922 2.0 IT p.15

- Execute complete Test plan, including integration, end-to-end and

Design, implement and support migration of data and interfaces from

Total: $1.084 $0.000 $0.000

© PRITCHETT MergerIntegration.com 800.992.5922 2.0 IT p.16

NEWCO - Legal Org Chart

General Corporate Documentation

Employee Contracts Review