01Strategy
Where to play and how to win
- Which products to cross-sell to which books first
- One standard offer every acquired team can explain
- The order to integrate, by value and readiness
A roll-up, 30 to 100 people, buying a company a month
Every acquired business on one playbook
Each acquisition arrives with its own systems and habits. There is no time to change them.
An example drawn from companies at this stage, not a client story.
The situation
The playbook lives in a few heads. It works for five acquisitions and decays by fifteen.
You might recognize it
- A new acquisition closes every month, or faster.
- The founders personally lift each new business.
- Cross-selling across the combined book is the plan, not the practice.
The number to watch
Revenue lift per acquired business
The thesis holds only if the lift survives as the count grows.
How we would run it, end to end
02Design
The operating system behind the number
- One integration playbook for the first 30 days
- A shared customer record across every book
- Cross-sell triggered by renewals and customer events
03Execution
Run it, measure it, keep what works
- Integration run as a checklist, with agents on the data work
- Renewal and cross-sell campaigns for each book
- Training for each acquired team in its first month
- The Monday brief: lift per business, integration status and cross-sell
The first 90 days
Weeks 1 to 2
The playbook written down from the founders' heads. Two acquired teams interviewed.
Weeks 3 to 6
The checklist and shared record live for the next acquisition.
Weeks 7 to 12
Cross-sell running. Lift tracked per business every week.
What Monday looks like
SampleMonday briefWeek 8
The number: Revenue lift per acquired business
What moved
- Business 7 integrated in 26 days. The plan allows 30.
- Cross-sell quotes: 41 this week. Most came from books acquired this spring.
This week
Business 8 closes Friday. Data migration starts Monday.
What you keep
A playbook every new acquisition runs without the founders in the room.
Functions it touches
More like this
- More new reps than the team can rampA wave of account executives lands this year. Nobody yet owns ramp, coaching and forecast.
- New sellers, no marketing behind themThe round funded new sellers. Nobody is building the pipeline they will need.
- One great case study, five quiet onesOne customer proved the return. The next five need the same proof, faster.
Sound familiar? Tell us what's stuck and we'll bring what we found.