Given the high failure rates of mergers and acquisitions (M&As), often exacerbated by ineffective pre-merger communication, this research investigates how senior practitioners navigate these challenges. It specifically explores the application of Fair Process Theory (FPT) emphasizing engagement, explanation, and expectation clarity—to enhance stakeholder perceptions and M&A outcomes. The findings reveal that experienced managers prioritize open, honest, and timely communication, moving beyond traditional secrecy to build trust. They underscore the value of actively engaging employees, fostering participation, and clearly articulate the strategic rationale and cultural implications of the merger. For managers, this study offers significant value by demonstrating that a communication approach grounded in fairness can directly mitigate employee anxiety, foster buy-in, and address critical integration challenges. Adopting these FPT-aligned strategies can lead to more informed decision-making, improved employee relations, and ultimately, a greater likelihood of achieving desired M&A objectives, providing a practical framework for navigating complex organizational changes.