Bring the acquired business onto your systems.
Align sales processes, customer records, catalogs, pricing and delivery workflows. Rebuild or redirect the integrations that connect them.
Where we help
Work out how the business
will operate after the deal.
We work with your business, finance, technology and transaction teams on the GTM systems and records they need to transition.
Separate from the seller’s GTM environment.
Identify the services and data still supplied by the seller. Set up the target processes and systems, then plan the moves around access limits and exit dates.
Reduce the systems left running in parallel.
Confirm how the combined business will work before consolidating CRM instances and related applications. Reconcile customer and commercial records before retiring the old environment.
What moves with the business
Follow
the customer and the work.
We trace records and dependencies across the GTM environment, then confirm which applications and data will move in each engagement.
Marketing & lead management
Campaigns, lead and contact records, scoring, routing, lifecycle stages and marketing automation connections.
The decisions
Who owns each lead, where it is routed and which history the receiving team needs.
Sales, accounts & customer data
Account hierarchies, contacts, opportunities, territories, ownership, sales stages and reporting definitions.
The decisions
How duplicate customers, open pipeline and selling responsibilities are handled.
Products, quoting & contract records
Catalogs, bundles, pricing, quotes, in-flight deals, executed contracts, subscriptions, amendments and renewals.
The decisions
What the acquired team can sell and how existing commercial terms are represented.
Billing & revenue operations
Orders, invoicing, collections and cash-application handoffs, A/R and deferred-revenue records, and the relevant ERP interfaces.
The decisions
How commercial records reconcile with finance data and which team owns exceptions.
Fulfilment & professional services
Project and service records, resources, time, expenses, project billing and the handoff from a signed deal into delivery.
Platforms in scope
Tools such as OpenAir, FinancialForce and Mavenlink, alongside connected fulfilment applications.
Support, entitlements & renewals
Service cases, tickets, attachments, customer entitlements and the information needed to keep supporting and renewing accounts.
The decisions
Which records must be available at cutover and how teams confirm continuity.
Data migration, integration changes, access controls, reconciliation, testing and user readiness are planned across these workstreams.
Transition services agreement
Plan the GTM systems work
against the TSA exit date.
A TSA may leave the acquired business relying on the seller’s CRM, billing, service or project systems. Each service can have a different end date, owner and exit condition. We map the GTM dependencies and plan the receiving systems, data and business checks against those dates.
Identify what still comes from the seller.
Map the applications, interfaces, exports, access windows, records and daily tasks that need to transition.
Working outputA GTM service register with owners, end dates, access limits and open decisions.
Prepare the receiving environment.
Configure target processes and integrations. Agree data mappings, reconciliation rules and which records must be ready first.
Working outputA workstream plan with commercial milestones and acceptance criteria.
Test the moves before cutover.
Run sample, test, pre-production and production loads according to the migration plan. Review record counts, relationships and business scenarios with the sales, finance and delivery leads.
Working outputMigration results, reconciliations, test records and a cutover runbook.
Move and confirm the business can operate.
Carry out the cutover plan, check records and processes, and support the teams taking over the work.
Working outputReadiness checks and completion records for the client’s project leads and TSA exit reviews.
Track the services, not just one deadline
Separate commercial readiness
from the remaining TSA dependencies.
The sales team may be ready to use the receiving CRM while billing, collections, regional access or historical records still depend on the seller. Track each outstanding service until the responsible team can confirm the transition is complete.
Service and region
Identify the seller-provided task or application, the affected customers and any regional differences.
Receiving process and responsible team
Name the team taking over the work and confirm where the records and integrations will run.
End date and changes
Track the contractual service date, export and access windows, and authorized changes to the plan.
Completion checks and unresolved issues
Keep reconciliation results, business checks, unresolved issues and the responsible team’s acceptance with the service record.
LRN · Thomson Reuters Compliance Learning carve-out
Commercial readiness first.
The wider integration followed.
LRN needed to bring the acquired Compliance Learning business into its own environment. StreamForce enabled product and service selling within 30 days and completed systems and process alignment in under 120 days.
30 daysProduct and service selling enabled
Under 120 daysSystems and process alignment
Selling readiness and systems alignment are commercial delivery milestones. They are separate from the end dates of the remaining seller-provided TSA services.
What the work covered
WorkstreamFrom the acquired businessInto LRN
Sales & quotingSalesforce / Apttus deals and contractsSalesforce / Salesforce CPQ
Professional servicesOpenAir project dataMavenlink
Customer supportServiceNow / Service CloudZendesk
Project & ticket recordsJira projects, tickets and attachmentsLRN Jira, followed by Jira Cloud
MarketingBenchmark marketing dataHubSpot
Commercial records and finance
Customer, opportunity, contract, subscription and renewal records were brought together. SAP export analysis supported reconciliation for the finance handoffs.
The migration workstream
The migration workstream covered analysis, cleanup, transformation and data movement, supported by mapping documents, scripts, testing results and a cutover plan. Sample, test, pre-production and production loads supported validation before go-live. Application configuration and seller-provided services had separately defined responsibilities.
Questions about scope
Before we agree
the integration plan.
Does this cover the whole corporate M&A program?
Our remit is the GTM systems work: marketing, sales, quoting, billing, revenue, fulfilment, professional services and related customer operations. We coordinate the dependencies with your transaction, legal, finance and IT teams.
Can you work when source-system access is restricted?
We assess the permitted exports, interfaces and seller support first. At LRN, the team worked through restricted access, staged extracts and reconciliation. The plan depends on the access and data the seller can provide.
Do we have to consolidate everything at once?
No. We can sequence commercial readiness, data migration and application changes in stages. The business priorities, TSA dates and technical dependencies determine the order.
What happens after the transition?
We agree stabilization and support responsibilities in the delivery plan. GTM managed services can provide continuing support, enhancements, integration monitoring and architecture oversight.
See ongoing GTM servicesCheck commercial handoffs after an acquisition. Separate catalogs, contract records and billing paths can conceal mismatches. Compare the records before estimating the opportunity.
Review revenue-leakage signalsDiscuss the transition
Which GTM systems need
to move, merge or separate?
Bring the application list, the business priorities and any TSA dates or access constraints. We will discuss the dependencies and what needs closer assessment.
The introductory call is complimentary. Assessment and delivery scope are agreed separately.