Use Case
M&A Marketing Transition Support
Protect the revenue engine through the deal.
Marketing is usually the first function to stall after a deal closes and the last one rebuilt. We run the marketing engine through the transition so pipeline does not go quiet while the two businesses integrate.
Strategy and execution from due diligence through the first 100 days.
The deal maths
The deal model assumes marketing keeps running.
54%
of acquirers meet or exceed the revenue synergy targets set in the deal model.
Gartner
32%
of acquirers miss their cost synergy targets.
Gartner
36%
of businesses surveyed name the loss of key customers as a cause of failed deals.
GoodFirms
The problem
A stalled engine outlasts the deal.
Brand building, search visibility, content distribution and lead nurture all depend on continuity. A deal reorganises the teams and systems those processes run on, so the work pauses, and the pipeline it feeds goes quiet three to six months later, well after anyone connects the two.
Many acquirers treat that pause as an acceptable cost of integration. The synergy targets in the deal model assume it does not happen.
What we do
Marketing that keeps running while everything else changes.
Due diligence
We surface marketing risk in the target before close: what the engine actually produces, and which parts depend on one person knowing how.
The announcement window
Messaging and customer communication through announcement, so customers hear one clear account of what changes for them and what does not.
The first 100 days
We run campaigns, content and lifecycle alongside your team while your integration leaders stay on strategy.
Systems over dependencies
Manual processes that sit with one person get rebuilt as documented workflows, so a departure does not stop the work.
Why B2B Engine
Senior work, start to finish.
Systems anchor the work
When people change roles or leave, marketing keeps delivering because it runs on documented systems rather than on individual knowledge.
We fit the workflow you already have
We work inside your existing workflow, run campaigns alongside your team, and step back once the combined operation is stable.
Measured at every phase
Every initiative is tracked and quantified, with reporting at each phase, so you can see what is working before problems compound.
When you need this
Five signals from the deal room.
- Due diligence is surfacing marketing metrics for the target and nothing about how those metrics were produced.
- You have no view of the marketing operating structure at either company.
- You have no view of the team dynamics at either company.
- Knowledge sits with individuals, and due diligence is not finding it.
- The deal model projects a return on the marketing spend inside twelve months.
FAQ
Questions, answered.
When should we start?
Ideally during due diligence. The earlier we see the target’s marketing operation, the more of it we can protect.
Do you replace our marketing team?
No. We work alongside whoever stays, and we step back as the combined team settles.
Is this only for large deals?
No. It suits any deal where marketing continuity affects the revenue case.
Who does the work?
A senior team led by the founder, with AI and specialist contractors for scale. No junior-only delivery.
Protect the revenue engine through the deal
Tell us where the deal is and what the marketing operation looks like on both sides. We will show you what we would protect first, and what it costs.
Sources: Gartner, Revenue Synergy Benchmarks in M&A, 54% of respondents met or exceeded their revenue synergy targets. Gartner, Where M&A Cost Synergies Are Realized, 2023 Mergers and Acquisitions Survey, 68% met or exceeded their cost synergy targets. GoodFirms, All about Mergers & Acquisitions and their impact on market competition, 35.6% of surveyed businesses said loss of key customers can cause a deal to fail.