OPPORTUNITY/ISSUE
Our client, a data and intelligence provider, had recently acquired a complementary data business.
The strategic rationale was clear: unlock cross-sell and increase net revenue retention. One legacy business had strong penetration in emerging markets, while the other had strength in developed markets. Together, the combined portfolio created significant untapped revenue potential.
However, the two sales organiszations operated with different structures, role definitions, and coverage models. Without redesign, the acquisition risked becoming a portfolio expansion rather than a growth accelerator.
The key question was not simply how to merge teams, but how to redesign the commercial engine to actively drive cross-sell and scalable growth.
APPROACH/SOLUTION
Our team conducted a full diagnostic of both sales organiszations, assessing revenue concentration, whitespace opportunity, role clarity, functional gaps, and management spans.
We then designed a single, integrated sales organisation built around three principles:
- Clear separation of new business and account management
- Selective role specialization aligned to sector and regional opportunity
- Expanded customer success and commercial support capabilities
The new structure integrated both sales teams into a unit, simplified management layers, prioritised high-potential markets, and introduced dedicated customer success and revenue operations capabilities, all within the existing sales budget.
A phased hiring and transition roadmap ensured disciplined implementation.
OUTCOME/RESULT
The new organization design was delivered within the existing cost base and positioned the business to unlock higher cross-sell and stronger net revenue retention.
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