Capital and transaction coordination support

Capital and transaction coordination support is the difference between “we have a deal in motion” and “we are actually in control of the deal”.

 

In corporate transactions and capital events, value rarely leaks because the strategy is wrong.

 

It leaks because sequencing slips, information gets inconsistent across stakeholders, decisions are not captured cleanly, and execution becomes reactive under time pressure.

The data backs up why coordination matters.

 

PMI’s 2025 Pulse research shows that, across organisations, only 72% of projects meet business goals, 59% hit scheduled timelines, 68% stay within budget, and 11% are deemed failures.

 

The same research shows that stronger commercial and stakeholder discipline moves the needle, with higher performance rates and lower failure (for example, project failure 8% vs 11%). 

PMI’s work on project waste also highlights the cost of failure, noting that failed initiatives burn real money, for every US$1bn spent, US$135m is lost forever on failed projects, with around 17% failing outright. 

In M&A specifically, reputable commentary continues to cite that around 70% of deals do not achieve their intended outcomes. 
And even when the deal is “good”, value is often left on the table because diligence and planning do not fully account for transformational value, McKinsey has highlighted that due diligence can ignore as much as 50% of potential merger value when it does not fully account for transformational synergies. 

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This is where CGI steps in. We act as the coordination spine across the transaction, a practical, commercial PMO layer that brings clarity, sequencing, and execution discipline without slowing the deal down.

Timeline and critical path control. We build a workstream plan that is built for reality, not optimism, with dependencies mapped across legal, finance, tax, HR, technology, operations, regulatory, and communications. You get a single source of truth on what must happen next, who owns it, what is blocking it, and what decisions are required.

Materials and “deal readiness” under pressure. We coordinate and tighten the core materials so stakeholders are reading the same story, and so diligence is not derailed by version chaos. This typically includes board and IC packs, investor or lender materials, data room structure and indexing, Q&A and actions logs, reporting templates, and a simple governance cadence for approvals and sign-offs.

Stakeholder management, internally and externally. Transactions fail quietly when stakeholders are misaligned. We manage cadence and expectations across boards, shareholders, lenders, buyer or investor teams, advisers, and internal leaders, so escalation happens early and decisions are properly captured.

Execution discipline that protects momentum. We run a tight rhythm, weekly workstream reviews, clear action ownership, risk registers, decision logs, and change control where scope drift is starting to creep in. It is not bureaucracy. It is what stops a deal team becoming a group chat.

The charts you shown on this page show why this matters in plain terms. Under pressure, delivery performance is inconsistent across most organisations, but it improves when execution is treated as a commercial discipline rather than an admin function. 

If you have an upcoming acquisition, divestiture, carve-out, refinancing, capital raise, or strategic transaction, reach out with your target timeline and current stage.

 

We will quickly map the critical path, identify the most likely points of slippage, and put in place a coordination structure that keeps stakeholders aligned and execution moving.