Acquisition Outcomes

One year following the post-merger acquisition of a PE backed business, the organization failed to achieve cross-sell traction, account penetration was almost non-existent, and ROI fell flat of expectations. Using the Revenue Roadmap method, the SalesGlobe team redesigned a coverage model aligned to an updated customer segmentation approach. Territories were redesigned to align with TAM and a structured Draft Day was conducted to ensure the company could retain its best employees, deploy resources into “best fit” categories and roles, and a new compensation plan designed to attract high-performers was implemented.

This case study covers a SalesGlobe engagement with a major healthcare SaaS payments company restructuring its sales organization. The work focused on rebuilding the coverage model, segmenting the customer base, rebuilding territories, designing role-aligned incentive plans, and matching people to roles through a structured Draft Day.

Background

A major healthcare SaaS payments company brought together two organizations with very different go-to-market strategies and coverage models. A year in, performance was lagging and the company was facing a strong short-fall in ROI.

Two conditions in particular were undermining performance:

• Cross-sell across the combined customer base was non-existent.
• Penetration of accounts was well below expectations.

SalesGlobe’s Approach: The Revenue Roadmap Assessment

SalesGlobe’s work on this engagement covered nine areas, each designed to reinforce the others. Restructuring a sales organization is not a single move; it is a connected set of moves that only work when sequenced and aligned. The areas below describe what that looked like in practice.

1. Sales Organization Realignment

Realigned the sales organization around three distinct sales motions: new logo opportunities, account management, and customer service. Customers were then tiered by size and potential into silver, gold, and platinum accounts, allowing each motion to align with the right tier of customer. New logo sellers focused on net-new acquisition. Account management focused on expansion and depth within existing accounts. Customer service supported retention and account health. The result was a single sales organization with three clearly defined sales motions, rather than an undifferentiated group of sellers being asked to do everything at once.

2. New Inside Sales Team for SMB

Established a new inside sales team dedicated to high-velocity opportunities in the SMB segment. SMB selling runs on a fundamentally different cadence than enterprise selling: shorter sales cycles, higher deal volume, faster response times, and different conversion economics. A field team built around large enterprise accounts cannot realistically chase SMB opportunities. Standing up a dedicated inside sales function gave the SMB segment focused coverage it had been missing, with a motion and cadence built for the way SMB buyers qualify opportunities and focus on account strategy.

3. Sales Role Decontamination

Conducted a time study and field “ride-alongs” to identify the coverage model gaps and issues that were slowing the team down and drowning them in “administrivia.” The team also defined what must start, stop, and continue by role to support the new sales coverage model. The front-line sales organization had a very low sales capacity (~45%). Through the discovery process, several opportunities were uncovered to increase sales capacity of the team starting with opportunity qualification through deal close-won.

4. Territory Mapping and TAM Identification

Territories were redesigned to support the merged organization. TAM was re-identified with a new method that supported a new client segmentation model (high-velocity, silver, gold, and platinum customers). Rolled out the territory model (method and governance) across the U.S. working with the sales management team.

5. Sales Role Decontamination

Conducted a time study and field sales “ride-alongs” to understand the selling motion, challenges of the team, and opportunities to increase efficiencies, accuracy, and decrease redundancies and irrelevant activities in the field. Identified what must “stop, start, and continue” across roles in addition to identifying process and data challenges, gaps, and opportunities.

6. Role-Aligned Incentive Compensation

Designed best-in-class incentive compensation plans tailored to each role type. Sales roles, from new account acquisition to renewals, operate on different time horizons, with different success metrics and different motivational drivers. A uniform compensation plan applied across all of them would dilute focus. Role-specific plans gave each seller a compensation structure built around the outcomes their role was actually designed to deliver, with measures, mechanics, and pay mix calibrated to fit the role.

7. Draft Day

Conducted a structured Draft Day to assign people to roles based on an objective evaluation of skill, sales style, and experience, not tenure, organizational politics, or which legacy company they had come from. A draft is a visibly fair process that puts the right talent in the right seat for the new structure. People moved to roles that matched how they actually sold, and the visible fairness of the process itself helped build trust in the new organization. Done well, Draft Day is one of the highest-leverage moments in a restructuring; done poorly, or not at all, it can undermine everything else.

8. Skill Gap Identification and Enablement

Identified the skill gaps revealed by the new role assignments and designed targeted training to close them. A salesperson placed in a new role is at a real disadvantage if their existing skill set was built for a different motion. Mapping each gap and pairing it with focused, role-specific training prevented the predictable failure mode of putting people in new seats without giving them the tools they need.

9. KPI Baseline and Pay-for-Performance

Implemented a clear KPI baseline and growth expectations, communicated transparently across roles, and aligned them with new pay-for-performance plans. A new organizational structure needs an unambiguous performance contract: what each role is accountable for, what good looks like, and how pay connects to results. Communicating those expectations openly closes the gap between strategy on paper and execution in the field, and provides sellers a defensible understanding of how their work will be measured and rewarded under a new compensation plan.

Results

About SalesGlobe’s Approach to Engagements Like This

SalesGlobe works across the full Revenue Roadmap: Insight, Sales Strategy, Customer Coverage, and Enablement. Customer Coverage (roles, channels, deployment, and process) is often where sales performance is most at risk during a restructuring, because legacy coverage models rarely transition into a new structure without explicit redesign.

Related SalesGlobe Services

• Sales Organization & Talent — Role design, Draft Day talent matching, and team structure
• Sales Process & Pipeline — Distinct sales motions for new-logo, account management, and SMB
• Sales Compensation & Quotas — Role-based incentive plans aligned to redesigned coverage
• Sales Strategy — Strategic alignment for sales organization restructuring
• Change Management — Standing up new structures and getting people to operate inside them
• Revenue Roadmap Assessment — A four-layer diagnostic across Insight, Strategy, Coverage, and Enablement

Source: This case study is summarized from SalesGlobe’s case study materials for this engagement. Client identity is withheld. Statistics, scope items, and approach descriptions reflect what is documented in those materials.

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