Sample Post-Closing Legal Integration Checklist for Government Contractor Acquisition - Sample

Sep 23, 2026

Sample post-closing legal integration checklist for acquisitions involving government contractors, prepared by Holland & Knight, LLP (September 2019). It outlines strategy and planning items before closing, immediate Day One governance and organizational actions, and government-contract-specific steps covering novations and related submissions. Includes guidance to confirm priorities, assemble integration legal resources, develop and review an integration plan and timeline, and manage filings, updates, and contract consents with attention to typical regulatory considerations.

LanguageEnglish

CategoryForms

FormatPDF

Pages22

Reading Time8 min

AccessFree to download

Strategy and Planning (pre-Closing)

Day One Actions

Government Contracts – Novations and Other Matters

Sample Post-Closing Legal Integration Checklist Government Contractor Acquisition1 Holland & Knight, LLP September 2019 | | Item | Responsible Party | Status/Notes | Completed? | | --- | --- | --- | --- | --- | | A. | Strategy and Planning (pre-Closing) | | | | | 1. | Ensure that due diligence is conducted with an integration mindset, with due diligence reports highlighting in a clear manner important post-closing matters, tasks and risks | | | | | 2. | Review overall acquisition integration plan; ensure and confirm overall integration strategies, objectives and desired approach (e.g., full, partial or staged integration,“tone and touch”) | | | | | 3. | Review due diligence reports and Disclosure Schedules for items to include in legal integration plan | | | | | 4. | Identify key priorities and time-sensitive items and tasks | | | | 1 This checklist is an example of the post-closing legal matters to be considered in connection with the acquisition of a government contractor. It emphasizes typical post-Closing matters particular to government contractor businesses, and is not intended to be comprehensive (e.g., SEC reporting matters are not covered and there is no specific environmental section) . As circumstances may vary widely, you are cautioned not to consider this list as legal advice or in in any manner comprehensive or authoritative, and to use it only as reference material. You should carefully consider the specific circumstances of any transaction, acquired company/business and buyer to address the post-Closing legal matters that will need be addressed for any particular acquisition. | | Item | Responsible Party | Status/Notes | Completed? | | --- | --- | --- | --- | --- | | 5. | Identify legal integration team and assign roles and responsibilities, including those for acquired company legal team and outside counsel. Determine other departments that will be involved with or lead certain legal integration items (e.g., HR) | | | | | 6. | Identify entities that will be involved in the integration, any entities that will not be integrated, and liabilities to be isolated or not assumed | | | | | 7. | Prepare draft legal integration plan and timeline, including items for Day 1, ~5-10 days post-closing, ~30 days post-closing, ~90 days post closing,“nice-to-haves”, etc. | | | | | 8. | Review legal integration plan with relevant stakeholders, including non-legal management; receive feedback and revise as necessary | | | | | | | | | | | B. | Day One Actions2 | | | | | 1. | Implement changes to directors and officers; execute applicable board and equityholder resolutions for same | | | | 2 These are examples of typical Day One items – some may be non-applicable, others may need to be added. This section does not include transaction-specific Day One actions typically set out in the purchase agreement and related documents, such as payment of employee retention and success bonuses, terminations, new executive employment agreements, roll-over equity matters, etc. | | Item | Responsible Party | Status/Notes | Completed? | | --- | --- | --- | --- | --- | | 2. | Adopt new organizational documents (articles/charters, bylaws, operating agreements, etc.) as needed; execute applicable board and equityholder resolutions and make applicable filings with state or other jurisdictions | | | | | 3. | Implement changes to fiscal year ends | | | | | 4. | Implement changes to registered offices and make appropriate filings | | | | | 5. | Implement changes in powers of attorney/authorized personnel with respect to financings and bank accounts | | | | | 6. | Implement any entity conversions and/or tax elections (e.g., corp to LLC) | | | | | | | | | | | C. | Government Contracts – Novations and Other Matters | | | | | 1. | Confirm what contracts will require novation (if any) | | | | | 2. | Prepare Pre-novation Agreement | | | | | 3. | Determine contracting officer to w

FAQs

What pre-closing steps should be included for legal integration?

Conduct due diligence with an integration mindset, review the acquisition integration plan and objectives, review due diligence reports and disclosure schedules, and identify key priorities and time-sensitive tasks.

What are typical “Day One” legal actions after closing?

Implement changes to directors and officers; execute board and equityholder resolutions; adopt new organizational documents; make required filings; update fiscal year ends and registered offices; and update powers of attorney or authorized personnel.

How are novation packages handled for government contracts?

Confirm which contracts require novation, prepare a pre-novation agreement, identify the contracting officer for submission, assemble required supporting materials, finalize and submit novation packages, respond to government questions, and update relevant registrations and notices.

Sep 23, 2026

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