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Following a major acquisition, two commercial organisations had to be integrated into one without losing the run-rate. Operating models, processes, tools, plays, and ways of working were duplicative, inconsistent, and slowing the combined organisation down. Sellers were navigating two systems and two cultures.
What was done
· Designed the unified commercial operating model post-merger. Segmentation, coverage, organisation design, role architecture, decision rights, governance.
· Designed the unified enablement function using the PACE framework. Single plays system, single Academy, single content discipline, single engagement model.
· Led the lead-to-cash process rationalisation and the supporting architecture decisions.
· Built the rhythm of business and forecast discipline that gave the combined organisation a single source of truth.
· Mobilised the cultural integration alongside the structural one. Recognition, communications, manager activation.
Outcome
Combined commercial organisation operating as one inside the integration window. Orders growth of +2.4 percent representing $6.7 million across more than 2,000 sellers. Sellers operating on a single set of plays, content, and processes across the combined business. Internal Transformation Award.
