E10: Integration Success for Team Sizes of Less Than 1,000

In/Organic Podcast

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E10: Integration Success for Team Sizes of Less Than 1,000

First in a series of discussions on how SaaS companies can approach integration planning and execution with lean teams.

Christian Hassold

Mar 12, 2024

Summary

Successful integrations are required to achieve the full value of any acquisition. Most know that the odds are stacked against the acquirer from the start - so how does one move the odds in their favor? How should a SaaS leadership team plan and execute an integration process with an acquired team of less than 100 people and the acquirer is less than 1,000 (roughly)? This is a large company buying a much smaller company and the assumption is the buyer is a first-time acquier. Deal economics certainly impact acquired founder and employee sentiment, but how the actual people integration is run has an outsized impact on realizing the full value of M&A.

In this episode of In/organic, we welcome Mohammed M. Baloch, Head of Integrations at Gainsight, a SaaS company backed by Vista Private Equity. During the discussion, Mohammed describes the key elements of a successful integration plan. He also lays out the key players, roles, and profiles of talent who can support an integration, even if they have never done the work before. We also discuss the role of an integration consultant (which is a must) and how to contemplate their role in the integration process.

Takeaways

People integration is a critical aspect of post-merger integration and should be given equal importance as the economic goals of the acquisition.
When selecting an integration lead, look for someone who is well-networked, has a strategic mindset, and possesses strong project management skills.
Consider outsourcing integration if you don't have a dedicated integration team, and look for a partner who is flexible, experienced, and familiar with your industry.
Start integration planning as soon as the LOI is signed, and define a clear North Star that outlines the goals and criteria for success in the acquisition.
Clear communication and a formal onboarding process are vital for successful people integration.
Consider having acquired employees interview for their jobs to ensure cultural fit and mutual alignment.

Highlights

00:00 Introduction

02:22 Mohammed Baloch's Background and Gainsight

04:01 Setting the Stage

06:08 Key Players in the Integration Process

9:56 Selecting an Integration Lead

11:40 Considerations for Outsourcing Integration

16:15 Defining the North Star

16:44 Enabling Cross-Sell in Acquisitions

18:40 Enabling Sales Teams for Cross-Selling

19:49 Debate on Tiger Team vs. Full-Team Format

22:50 Testing and Learning in Cross-Selling