A Roll-Up, Consolidated Into One Company
Publicly traded software company
More than fifteen acquisitions had closed with no consolidation strategy behind them. The work established the software, cloud and licensing position first, then rebuilt the operating model around it.
Annualized run-rate improvement to the bottom line
Removed from average customer onboarding
The Situation.
The client had completed more than fifteen acquisitions with no consolidation strategy behind them: no assessment of the combined software estate, no cloud position, no licensing strategy. The cost was landing on the bottom line.
The Sequence.
The engagement opened with an assessment rather than a plan — software, cloud and licensing across the whole portfolio, established before anything was proposed.
What followed was a consolidation plan, an organizational redesign, a customer support and success model built around operational centers of excellence and the coverage hours customers required, and a rebuilt customer onboarding process.
The Trade-Off.
Consolidating into hubs left several key people outside workable proximity to the new centers. Rather than lose them or force relocation, those roles moved to remote.
This is the decision such programs most often get wrong. A hub consolidation planned without regard to where its people actually live delivers the organization chart that was designed and loses the people who made the old one work.
The Outcome.
The plan was built and executed from the operating seat. Average customer onboarding came down by nine days, and the bottom line improved by $4M on an annualized run-rate basis.
Where This Sat on the Arc.
The four stages of Genexis ARC, as they ran here.
Readiness
The software, cloud and licensing position across the portfolio, established before any plan was proposed.
Sequence
Assessment first. The consolidation plan and the organizational redesign followed from what the assessment found rather than from a predetermined target state.
Spine
A single operating model and technology platform, a defined licensing position, and operational centers of excellence to run against.
Run-Rate
$4M annualized and nine days off onboarding, executed from the operating seat rather than handed over as a recommendation.
How Many Acquisitions Are You Carrying?
The assessment starts with where the pressure is coming from and which change has to happen first.
See the twelve questions