Post-merger integration
The deal is done. The commercial system still has to catch up.
After a merger or acquisition, the hard part is rarely just connecting systems. Sales processes, account ownership, reporting, customer communication, service handoffs, and team habits all need to move into one operating model.
I help commercial leaders turn the combined business into a working commercial model: clearer advice, better account management, stronger cross-sell opportunities, and teams that know who owns what.
Where the work starts
Integration breaks when the operating layers stay separate.
A merger does not become real because the org chart or ownership structure changed. It becomes real when strategy, process, platforms, and people start working from the same commercial model.
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Strategy
Decide what the combined business is actually taking to market: propositions, ideal customer profiles, cross-sell priorities, account ownership, commercial data model, and the choices teams need to follow.
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PROCESS
Translate the strategy into daily work: sales stages, handoffs, qualification, account management, service escalation, and the operating rhythm that keeps teams moving together.
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PLATFORMS
Make CRM, reporting, automation, and data structure reflect the new commercial model, so leadership can see what is happening and teams can work without creating their own shadow processes.
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PEOPLE
Get teams aligned on the new way of working: who owns what, what changes for customers, how new opportunities are spotted and handled, and how the combined business shows up in customer conversations.