We just completed our first bolt-on acquisition and suddenly have two veteran executives claiming ownership of the Sales and Marketing seat. How do we integrate the acquired company into our Accountability Chart without alienating the new team or paralyzing sales momentum?

Question

Tyler Smith · Accepted Answer

M&A integrations collapse when owners try to appease acquired executives by creating co-leadership seats or diplomatic titles. On an EOS Accountability Chart, there can only ever be one name in one seat. If you allow co-heads of Sales, you introduce confusion, finger-pointing, and divided loyalties across the commercial team.

Start by using IDS to solve the structural design before you make any personnel decisions. Pull your Integrator into a private session and review the consolidated company vision in the V/TO. What does the combined commercial engine actually require?

Often, an acquisition brings complementary strengths rather than identical functions. For example:
- One executive may be an exceptional enterprise business developer who loves closing major enterprise accounts.
- The other executive may be an operational sales leader who excels at pipeline mechanics, CRM administration, and coaching reps.

Do not split the Sales seat in two. Instead, evaluate whether the commercial structure should separate Business Development from Client Success, or whether one executive moves into a specialized revenue role, such as Strategic Partnerships or M&A Integration, while the other runs daily sales operations.

Once the right seats are mapped, run both executives through the People Analyzer for Core Values and GWC. Be direct and transparent about the organizational direction. The leader who takes the Head of Sales seat must have total accountability for the consolidated quota. The other executive must either accept a newly defined, high-value seat that matches their unique ability, or you must negotiate a clean exit package immediately. Ambiguity will destroy your deal synergy faster than market competition.