This article reports lessons learned from the case of an international post-merger integration project in the private banking sector. It raises the challenges that were met, describes the methodology and the tools used to manage the process, and highlights the factors that led to success. This experience suggests that successful integration management mainly rests upon capabilities in communication, organization and change management. It also highlights the importance of having an Integration Manager in charge of the process in order to favor integration success. In particular, it appears that pace is the heartbeat of integration progress and that one of the Integration Manager's main roles is to set the pace of integration by applying pressure to speed up progress, while also providing a climate where people are motivated to work together towards success.