A Management student recently asked me what would be in an 'acquisition toolbox' for most companies.
In addition to due-diligence, benchmarks, and the business (customer, market, product) plan, I mentioned another tool (or set of tools) should be on the financial management side.
Your goal here is to minimize risk and uncertainty in the capital structure of the "NewCo" by integrating strategic financial management processes and technology.
So past experiences can be stored in the form of models and scenarios of each financial statement (Profit & Loss, Balance Sheet, and Cash flow statement) and the interrelated drivers of value.
Pre-acquisition guidance (in the financial context) is given in the form of interrelated models (if I add this much debt, and remove this much overhead cost, for example, what happens to my potential Return on Capital).
Post acquisition budgets, plans (operating plans, capital expenditure plans, workforce plans, etc), and revenue & expense forecasts can all be linked to the pre-acquisition models for easier comparison (what worked, what didn't).
Many companies that are good at acquisitions have 'operationalized' the financial modeling process and tools.