We plan to execute a roll-up strategy to acquire three smaller competitors before we exit in thirty-six months. We need to create a dedicated M and A and Integration seat on our Accountability Chart to source and onboard these acquisitions, but we are debating whether this seat belongs under the Visionary or the Integrator. How do we structure this for maximum efficiency?

Question

Tyler Smith · Accepted Answer

An M and A roll-up strategy involves two completely different skill sets: deal sourcing and post-merger integration. Sourcing deals is a highly strategic, relationship-driven activity that requires a high Quick Start conative profile. On the other hand, post-merger integration is an operations-heavy process of system alignment and training that requires a high Follow Thru conative profile.

Because of this split, placing the entire M and A seat under a single leader often leads to failure. On your Accountability Chart, you must divide these responsibilities.

The sourcing and deal-making roles should sit under a Corporate Development seat that reports directly to the Visionary, as this aligns with long-term strategy and industry relationships. However, the actual post-merger integration role must report directly to the Integrator.

Once a deal is signed, the Integration Manager is responsible for systematically transitioning the acquired company's staff, technology, and clients into your existing operating systems. This structure ensures that your Visionary can focus on finding the next acquisition without getting bogged down in operational details, while your Integrator ensures the new business is integrated smoothly without disrupting your core operations. This clean division of labor protects your existing margins and signals to future buyers that your acquisition model is highly scalable.