Overview
A PE-backed SaaS firm ($15M in revenue) was acquired for its cutting-edge analytics capabilities and established customer base, which were expected to enhance and drive pipeline for two other portfolio companies (portcos). However, the integration efforts stalled due to misalignment between teams, fragmented messaging, and an ‘us vs. them’ mentality. While the three companies frequently initiated introductory conversations with shared clients, progress was slow, and they lacked a compelling reason—both internally and externally—to work together as a cohesive entity.
Over nine months, we guided the companies through a complete transformation of their go-to-market strategy, operational alignment, and revenue collaboration. This shift resulted in over $10M in cross-sell revenue within two quarters and an entirely new unified prospecting model, allowing the firms to scale together effectively.
Business Goals
- Drive Cross-Sell & Market Expansion – Establish seamless collaboration between the sales, marketing, and leadership teams to accelerate revenue.
- Unify the Three Portcos – Shift from siloed operations to a strategic, integrated portfolio approach.
Key Results at a Glance
- Dismantled the ‘us vs. them’ mentality, creating a collaborative portfolio-wide culture.
- Transformed sales & marketing teams to prospect and engage customers collectively.
- Shifted from isolated sales efforts to a fully integrated go-to-market approach.
- $10M+ in cross-sell revenue generated in two quarters.
Original State
- No clear narrative on why the three portcos should work together—both internally and externally.
- Introductory sales conversations stalled, with little momentum beyond initial client discussions.
- Each company operated in silos, failing to align on how to sell, market, and position their collective value.
- Cultural resistance and competition between teams, reinforcing an “us vs. them” mindset.
- The newly acquired SaaS firm was positioned as an “add-on” rather than a pipeline driver for the entire portfolio.
Post-Engagement Success
- A Shared Narrative for Market & Internal Alignment – We established a compelling value proposition for why these three companies should work together. This narrative became the foundation for internal team alignment, sales messaging, and marketing positioning.
- Sales, Marketing & Leadership Alignment – Implemented a structured GTM approach where all three companies collaborated from content creation through deal closure.
- New Revenue Model & Cross-Selling Framework – Created joint prospecting and sales enablement processes, helping sales teams build pipeline collectively rather than working in isolation.
- Cultural Shift from Competition to Collaboration – Through team-building initiatives and leadership alignment, we eliminated the us vs. them mentality, ensuring mutual success became the priority.
Program Details
The first priority was establishing a shared vision across the three portfolio companies. While the newly acquired SaaS firm had the analytical capabilities needed to drive pipeline for the other two, the lack of a clear, unified narrative created internal resistance and stalled sales efforts. We conducted deep discovery sessions with leadership to define a portfolio-wide value proposition—one that would resonate both internally and externally. This repositioning transformed the new acquisition from a standalone product to a critical enabler of growth across all three companies.
With strategic alignment in place, the next step was restructuring how the portfolio companies worked together operationally. We revamped sales motions, pricing strategies, and account management workflows to encourage seamless cross-collaboration. Instead of treating each firm as an independent entity, we built joint marketing campaigns, standardized sales enablement processes, and implemented account-based selling frameworks that helped teams co-sell more effectively. A structured lead-sharing model ensured that customer introductions didn’t stall after the first conversation but moved through a well-defined, multi-company sales process.
Beyond structure and process, team dynamics and cultural alignment were critical to execution. We launched team-building initiatives and leadership alignment programs to dismantle the ‘us vs. them’ mentality and replace it with a collaborative, win-win culture. Sales teams underwent training in joint prospecting and cross-sell execution, while marketing teams synchronized their messaging to ensure a unified external market presence. Leadership buy-in was key, and through executive coaching, we reinforced the importance of portfolio-wide success over individual company wins.
Finally, we implemented shared KPIs, performance tracking, and incentive structures to solidify the new go-to-market approach. Sales, marketing, and leadership were held accountable to joint revenue targets, reinforcing long-term collaboration. The impact was immediate—cross-selling revenue surged to over $10M in just two quarters, and for the first time, teams weren’t just making introductions, they were prospecting and selling together as one portfolio.
Key Takeaways
Cultural Alignment Is Just as Important as Sales Strategy – The biggest roadblock wasn’t the market—it was internal resistance to working together.
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