OpenText · Post-acquisition GTM transformation
The organizational announcement happened on a date. The real integration required months of technology transition, difficult coverage choices, listening, adjustment, and trust-building while Sales continued to operate separately.
The starting condition
The acquisition brought together two demand organizations using different GTM models, processes, data, reporting, and platforms. These included 6sense and Demandbase; Eloqua and Pardot; smaller Marketo and HubSpot use cases; and Power BI and Tableau.
My mandate
Between January and April 2023, I co-designed the organization with the OpenText marketing leader. In April, I assumed leadership of the integrated demand team while the Sales organizations remained separate.
The practical reality
Some team members had to work in two systems until the technology environments merged. Shared planning, lead flow, reporting, and execution still had to function while the underlying platforms and sales relationships remained divided.
The difficult design choice
There were not enough marketers to provide dedicated business-unit coverage in every smaller European country. We created cross-business-unit country coverage. It was a necessary decision that was initially unpopular with Sales.
Coverage
Some business units received less dedicated support. Senior marketing leaders spent more time with the corresponding senior sales leaders to understand priorities and work through the gaps.
Refinement
We adjusted responsibilities and coverage based on what teams and sales partners experienced. The model became more workable while continuing to evolve.
Trust
Not every request could be accepted, but smaller changes showed that people had been heard. Those refinements reduced friction and helped the integration move forward.
The operating integration
The work extended beyond the organization chart into the infrastructure required for the combined team to plan, execute, measure, and partner with Sales.
Platforms and reporting
We standardized selected platforms, connected OpenText and Micro Focus reporting through seven Power BI dashboards, used Beacon as a common interface, and improved attribution, lead flow, intake, and data hygiene.
Operating relationships
We established more consistent planning rhythms and stronger connections across Marketing, Sales Operations, Revenue Operations, business units, regions, and senior sales leadership.
Employer outcomes
The integration created one demand leadership model, more consistent planning and reporting, increased platform standardization, and clearer operating relationships across the combined portfolio.
demand organizations brought into one leadership model
to stabilize the initial cross-business-unit coverage model
linked dashboards connecting OpenText and Micro Focus reporting
core platforms standardized across webinars, content, and events
My role: I co-designed and led the combined demand organization, made resource and coverage decisions, and worked with senior sales leaders and teams to refine the model. This was not an integration of all Marketing or Sales. It was a cross-functional marketing-side transformation involving many contributors across operations, technology, analytics, business units, and regions.
The executive pattern
Integration succeeds when leaders hold the purpose steady while allowing people to influence how the combined organization actually works.
Behind this work: The cost of absorbing change, on what integration actually costs an organization beyond the systems.
Related leadership story: An Org Chart Does Not Make a Team