2025 DCS Insights: M&A Software and CFO Lead Cost Transformation

John Thompson
Jun 10
3 min read

Chief Financial Officers (CFOs) are navigating a shifting terrain: tight margins, growing deal complexity, and mounting pressure for precision. A recent BCG report, “How CFOs Can Lead by Example in Cost Transformation” (June 10, 2025), argues that finance functions are fertile ground for transformation, delivering 15–35% cost savings through a focused, structured approach.

However, today’s CFOs are leveraging more than traditional benchmarking and budgeting tools—they are adopting M&A software and dedicated transaction platforms to manage acquisitions, debt issuance, capital raising, and other high-stakes finance processes. These tools help accelerate diligence phases, ease resource constraints, and cut legal spend, aligning directly with BCG’s roadmap.

Finance as the Transformation Engine

BCG highlights three pillars of early success:

Quick wins with high impact: Cost-transformation efforts within finance can yield rapid results, building credibility for broader change.
Workload alignment: With 33% of executives citing cost control as their top priority, and two-thirds planning to reinvest savings, timing could not be more pressing.
Methodical execution: From benchmarking via tools like CFOx, to clear target-setting and disciplined implementation, BCG’s seven-step framework offers a proven template

M&A Software: Elevating CFO Efficiency

Modern M&A software is more than a data repository—it’s a deal-enabler. These platforms bundle virtual data rooms, workflow automation, compliance tracking, secure collaboration, and audit logs into unified hubs.

Streamlined due diligence: CFOs report a 40–60% reduction in diligence timelines, thanks to automated document handling and clear task assignment.
Reduced team strain: With structured requests and real-time updates, internal teams and outside counsel manage deal flow without redundancy.
Lower legal bills: Transparency drives accountability, reducing the administrative burden on outside counsel and eliminating the need for frequent 90-minute coordination calls.

DCS: Embedding Best Practices in M&A Software

At RedlineDCS, we have woven BCG’s cost-transformation model into our M&A software platform. Here’s how CFOs use DCS as an essential tool:

Define scope with precision– Configure workflows for deals, audits, or credit processes. Prioritize key pain points in the agreement flow or stakeholder coordination.
Benchmark and compare– Real-time dashboards monitor diligence progress and legal spending. CFOs can see how current timelines align with those of prior deals.
Set ambitious targets– Typical goals include a 50% reduction in diligence time and a 15% drop in legal fees, benchmarked against industry averages.
Quantify savings with ease– ROI models estimate how time savings reduce internal team costs and diminish reliance on external counsel.
Fund transformation through savings – Early improvements free up budget, creating self-sustaining business cases for platform expansion.
Implement systematically– Named owners guide document intake, review, and approvals. Audit logs ensure compliance and speed the resolution of queries.

Sustainable Impact for CFOs

BCG notes that cost transformation should not sacrifice control or compliance. DCS upholds this balance:

Audit-ready workflows track every action and document change.
Transactional clarity improves accuracy and trust from both internal stakeholders and legal providers.
Data-driven negotiations result in faster deal cycles, fewer surprises, and decrease deal risk.

Transforming M&A from Cost Center to Strategic Catalyst

CFOs who deploy M&A software tools like DCS are rewriting the playbook: what was once a battleground of spreadsheets and external counsel becomes a streamlined, high-control engine.

Faster closing cycles. Deal timelines shrink as processes tighten.
Fewer constraints. Internal teams focus on decision-making, not data wrangling.
Legal spend optimization. Predictable invoices and stricter billing compliance free up funds for reinvestment.

Conclusion

BCG’s thesis is clear: CFOs must begin with finance to establish credibility and then scale transformation across the enterprise. M&A software, such as DCS, not only supports this strategy but also accelerates it. By reducing diligence time, easing resource demands, and cutting legal expenses, CFOs are shifting from reactive managers to strategic enablers.

Written by John Thompson, a guest writer.