Global Synergy and Savings (GSS) partners with Fortune 500 and mid-market companies to achieve measurable results in months, not years — harnessing strategic leadership, proven transformation methods, and the power of AI-driven analytics, automation, and decision support to cut costs, accelerate M&A synergies, and unlock sustainable growth.
About the Principal
When operational precision and measurable ROI are non-negotiable, Sami Quazi delivers.
For over 30 years, Sami has guided $33B+ in transactions from acquisition to full integration, driven $4B in documented savings and synergies achieved, and led transformations for Fortune 500 and mid-market companies worldwide.
He has designed and executed complex M&A integrations, restructured global operations, and negotiated billions in vendor contracts with global BPO and IT vendors.
Sami has built and led multiple global contractor teams across India, the Philippines, Ireland, Israel, the UK, Mexico, Australia, New Zealand, and beyond — closing every TSA to satisfaction, creating and renegotiating TSAs for both mergers and divestitures, and accelerating synergy capture while protecting culture and retaining talent.
As Principal of Global Synergy and Savings, Sami now brings this unmatched expertise to organizations seeking to transform, optimize, and win — without compromise
Where We Help
We partner with U.S. companies — from Fortune 500 icons to ambitious mid-market challengers — to close the gap between strategy and execution in three high-impact arenas:
01
M&A Integration & IMO Leadership
- End-to-end integration playbook design & execution
- TSA creation, renegotiation, and management (mergers & divestitures)
- Post-close 100-day plan oversight
- AI-enabled synergy tracking and integration workflows for faster ROI
02
Operational Efficiency & Cost Optimization
- Opex reductions, zero-based budgeting, capex reassessment
- AI-driven process automation and analytics for cost, risk, and performance visibility
- Vendor strategy, procurement savings, contract renegotiations
- Real estate optimization, WFH/RTO strategy
- Workforce alignment to boost NPS and productivity
03
Fractional C-Suite Leadership
- Fractional COO/CFO/Head of Transformation roles for strategic oversight
- Interim leadership to fill operational or expertise gaps without disrupting internal teams
- Executive alignment and KPI-driven delivery for measurable transformation
Our Engagement Model
We operate as an extension of your leadership team — filling expertise and operational gaps to augment your internal leadership. Every engagement is built for speed, alignment, and measurable ROI.
- Payment Terms: Retainer due before engagement; day rates billed separately, payable upon receipt.
- Retainer: 3-month minimum, paid upfront, non-refundable
- Daily Rates: Rate card available upon request (daily rates are in addition to retainer)
- Success Fee: 2% of documented operational savings or synergies realized (operational only)
- Structure: Governed by MSA + SOW; MOU available for immediate start during MSA negotiation
Expectations for Success
Transformations move at the speed of alignment. We bring the playbook, precision, and leadership; you bring the access, sponsorship, and commitment to make the results happen — fast.
What Drives Success:
01
Top-Down Sponsorship:
CEO/C-suite visibility and named executive owners for each workstream
02
Rapid Access to Information:
Systems, data, contracts, and SMEs available without delay
03
Finance Co-Ownership:
CFO or FP&A designee paired with SQAS to validate and track savings
04
Clear Governance & Cadence:
Weekly workstream stand-ups, bi-weekly Steering Committees, monthly executive reviews
05
Fast Issue Resolution:
Agreed escalation paths that can resolve misalignments quickly and efficiently
06
Measurement That Matters:
Baselines established in Week 1; KPI/OKR tracking tied to realized outcomes
With these foundations, we consistently see timelines shorten, savings materialize, and teams succeed — without burnout or disruption.
The C-Suite Decision Framework
Questions to Ask Before You Act
M&A Value Maximization
- Synergy Mapping: Where are the largest, most achievable synergies — both cost and revenue — and how will they be quantified and validated in the first 30 days?
- 100-Day Integration Plan: Is there a clear, resourced 100-day plan with defined milestones, accountabilities, and KPI tracking?
- Operating Model Alignment: Does the combined organization’s structure eliminate duplication while safeguarding essential capabilities and intellectual capital?
- Vendor Leverage: Which vendor relationships can be consolidated or renegotiated to deliver immediate savings and service improvements?
- Technology Harmonization: What systems should be merged, retired, or upgraded to accelerate integration without disrupting revenue continuity?
- Talent Alignment: How will roles be redefined to remove redundancy while ensuring the retention of high-performing talent?
- Location & Footprint Strategy: How can location strategy, hybrid/WFH policies, and footprint optimization reduce costs while enhancing NPS?
- Capital Project Reprioritization: Which capital projects should be paused, accelerated, or re-scoped to align with post-close priorities?
- Customer Impact: How will integration decisions influence client satisfaction, retention, and cross-sell potential?
- TSA Structuring: Are transition service agreements (TSAs) structured to protect value, with exit timelines and renegotiation points clearly defined?
- Integration Governance: What is the cadence for integration governance, and how will synergy realization be transparently tracked?
- Cultural Integration: How will leadership proactively align cultures to reduce friction and accelerate trust between merged teams?
- Stakeholder Communications: What is the unified messaging plan to employees, customers, vendors, and investors during each phase of the deal?
- TSA Expense Control: How can TSAs be managed proactively to ensure compliance, reduce expenses, and enable faster completion for quicker ROI?
- TSA Renegotiation: Can existing TSAs be renegotiated to shorten timelines, lower costs, and improve integration outcomes?
- In-House Capability Assessment: Does the company have the in-house expertise and capacity to manage an acquisition or divestiture effectively, or is external support required?
- TSA Risk Mitigation: Is there a risk of steep penalties for TSA violations, and how can proactive planning avoid them?
- Rationalization Acceleration: How quickly can resource, product, service, and technology rationalization begin to accelerate synergy capture?
- Shared Services Optimization: What is the post-deal plan for shared services to maximize efficiency, eliminate redundancy, and retain critical capabilities?
- Day 1 Client & Sales Messaging: What is the client and sales communication strategy for Day 1 to present products/services cohesively, minimize attrition, and reduce client confusion?
Operational Efficiency & Continuous Savings
- Cost-to-Serve Clarity: Do we have a precise cost-to-serve model by customer segment, product line, and geography — and are we focusing resources on the most profitable areas?
- Unit Cost Discipline: Are we operating efficiently enough to reduce our per-unit service or production cost by at least 10% year-over-year without sacrificing quality or customer experience?
- Vendor & Contract Optimization: When were our vendor agreements last benchmarked, and where can consolidation, renegotiation, or competitive bidding deliver immediate and sustainable value?
- Organizational Productivity: Are we optimally structured to maximize productivity, or do role overlaps, redundant approvals, and low-value activities need to be eliminated or automated?
- Technology ROI: Are all software, platforms, and tools delivering measurable ROI, and can we rationalize or consolidate our tech stack without losing capability?
- Real Estate Strategy: Is our physical footprint right-sized for our workforce strategy, and can we reduce cost through space optimization, relocation, or hybrid/WFH models?
- Procurement Leverage: Are we consistently applying category management, volume discounts, and supplier performance scorecards across the enterprise?
- Automation & Digital Enablement: Which processes are ready for Intelligent Process Automation (IPA) or Robotic Process Automation (RPA) to improve speed, accuracy, and scalability while lowering cost?
- Zero-Based Budgeting Discipline: If we rebuilt our budget from scratch today, which expenses would survive, which would be redesigned, and which would be eliminated entirely?
- Revenue Leakage Prevention: Where are we losing revenue through unbilled services, billing errors, slow collections, or discount overuse — and how quickly can these be closed?
- Supply Chain Efficiency: Are our supply chains designed for both resilience and cost efficiency, and where can lead times or logistics costs be reduced?
- Resource Mix Strategy: Is the balance of in-house vs. outsourced resources optimized for cost flexibility, speed, and specialized capability?
- Portfolio Rationalization: Are we carrying redundant products, services, or internal initiatives that can be streamlined without impacting customer value?
- Performance Measurement: Are cost center performance and ROI reviewed quarterly, and do we have the will to act decisively on underperformers?
- Shared Services Optimization: Are shared services designed for scale and efficiency, or are there silos that create redundancy and higher cost?
- Opex vs. Capex Alignment: Are operating and capital expenditures aligned with the company’s long-term strategy, and can redeployment of capital accelerate returns?
- Change Management Readiness: Does the organization have the capability and leadership alignment to implement efficiency measures without losing momentum?
- Continuous Improvement Culture: Is there a formal process for frontline teams to identify and act on efficiency opportunities in real time?
- NPS & Efficiency Balance: Are we improving operational efficiency while maintaining or increasing customer satisfaction and Net Promoter Score (NPS)?
Contact Us
Let’s discuss how we can help your organization achieve measurable results in months, not years.