Moment 03 · Post-acquisition
The multiple was paid. Now the growth has to show up.
The deal is done and the clock is running. The board wants the 100-day plan, integration is eating the calendar, and the revenue case that justified the multiple is still a spreadsheet.
If it's a roll-up, there are three brands where there should be one position, and every month of delay costs cross-sell the deal model already counted.
Revenue growth is what justifies the multiple.
The cost case gets modelled before the deal. The revenue case gets proven after it, and it is the reason the multiple made sense. The position decides which cross-sell is real, which brand carries the group, and where the first hundred days of growth spend go.
Four moves inside the first hundred days.
Close the gap
The read runs across the acquired book: which revenue is real, which customers stay, where the cross-sell actually is.
Take position
One position for the combined business. Brand unification follows position, not the other way around.
Pressure-test
Tested with the customers you just bought, before the integration budget gets committed to the wrong story.
Control and finish
The 100-day growth plan with owners, dates and the first metric the board will see move.
An ecommerce group in decline was repositioned and rebuilt with the right partners under one position. It now scales at 10x.Read the case
Not a deck. A decision.
For this moment the sprint is the front end of the 100-day plan. Four weeks in, the board has one position, evidence from the acquired customer base, and the plan with the first metric named.