𝘙𝘢𝘪𝘴𝘦 𝘤𝘢𝘱𝘪𝘵𝘢𝘭. 𝘈𝘤𝘲𝘶𝘪𝘳𝘦 𝘢 𝘤𝘰𝘮𝘱𝘢𝘯𝘺. 𝘈𝘤𝘤𝘦𝘭𝘦𝘳𝘢𝘵𝘦 𝘴𝘢𝘭𝘦𝘴. 𝘞𝘩𝘢𝘵 𝘤𝘰𝘶𝘭𝘥 𝘨𝘰 𝘸𝘳𝘰𝘯𝘨?
The hardest commercial resets are not turnarounds.
𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗱𝗼𝘂𝗯𝗹𝗲 𝘁𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻𝘀.
You raise capital.
You complete an acquisition.
Then you are expected to accelerate.
The pressure shifts quickly from stabilising to growing.
What gets missed is not effort or talent.
It is decision logic.
The merged business often contains two different reasons customers bought in the first place.
Two histories.
Two internal narratives.
Two versions of value.
The acquiring company may have won on depth, relationships, or a specific use case.
The acquired company may have won on speed, price, a different entry point, or a different buyer.
When those differences are not made explicit, they quietly bleed into the rebuild.
Leadership hires.
Targets increase.
Enablement refreshes.
Pipeline fills.
But the underlying questions remains unclear:
• Will we keep the sales motions separate?
• Why would customers actually decide to buy this combined offer now?
Without that clarity, scale amplifies inconsistency.
It shows up as:
• Inconsistent win rates.
• Longer cycles.
• Healthy pipeline that does not convert.
• Confusion in multi-stakeholder deals.
At first, it looks like a sales execution problem.
It usually is not.
It is a decision alignment problem.
When buyer decision logic is not reconciled early, the new GTM motion inherits both narratives and blends them. The result is noise.
Reps default to product explanation.
Messaging drifts.
Forecasting becomes harder.
Year 1 becomes heavier than it needs to be.
The alternative is not a strategy project.
It is understanding the context of recent customer decisions across both sides of the deal.
Why did they act?
What nearly stopped them?
What made the decision defensible internally?
Who had to be convinced?
Five honest conversations can reveal whether the combined business follows a single coherent decision pattern or two competing ones.
That clarity becomes the foundation for hiring, enablement, messaging, and board expectations.
Raise capital.
Acquire a company.
Accelerate.
Just make sure you know which decision logic you are scaling.