Fully agree with the previous comments. The quantification of synergies is typically most accurate when it relates to cutting cost (e.g. reducing headcount / overheads for overlapping roles, streamlining business units, disposal or shutting down of underperforming operations) shortly post transaction. These cost cutting measures are highly achievable and within the means of the management to implement, hence it would be possible to model the outcomes more definitively in the business plan / DCF model. Conversely, for more long-term synergies, particularly in relation to generating additional revenues (e.g. cross-selling of products, leveraging distribution network, ramping up through-put on under-utilized assets / capacity, etc.) would typically take more time and hence would be more subjective in nature.