Industry Context
The legal technology sector faces mounting pressure to consolidate operations
following acquisitions while maintaining revenue growth. Companies acquiring
complementary legal services must integrate disparate sales organizations
without disrupting client relationships or market momentum. The challenge
intensifies when combining eDiscovery, document review, and legal consulting
services under unified commercial operations.
The Challenge
Revenue planning cannot succeed through simple organizational restructuring.
Consilio required a comprehensive commercial transformation that addressed
account ownership, sales methodology, and market approach simultaneously. The
integration demanded both strategic framework development and tactical execution
alignment across all customer-facing functions.
The Aha! Insight
Inside sales could serve as the primary engine for high-value customer acquisition when supported by proper segmentation, content strategy, and lead generation processes. The company's existing capabilities required significant enhancement to compete effectively in direct-to-consumer healthcare markets.
SBI's Approach
SBI conducted a comprehensive go-to-market assessment and guided Consilio
through systematic commercial transformation. The engagement encompassed account segmentation analysis, sales playbook development, marketing strategy alignment, buyer segmentation refinement, and coverage model optimization. SBI established data-driven revenue planning processes while creating unified enablement tools for the combined sales organization.
Before vs. After
Results
+23 percent increase in win rate following sales force integration and process standardization.
Executive Perspective
"The acquisition presented us with an opportunity to build something stronger than the sum of our parts, but we needed expertise to navigate the integration complexity while maintaining our growth trajectory,"
—stated Consilio leadership
Risk of Inaction
Without proper sales force integration, Consilio faced potential revenue decline, customer confusion, and competitive vulnerability. Delayed integration would have compounded operational inefficiencies and limited the company's ability to capitalize on expanded service capabilities.
Industry Implications
Legal technology companies pursuing growth through acquisition must prioritize commercial integration alongside operational consolidation. The success demonstrates that systematic go-to-market transformation can accelerate post-acquisition value creation while strengthening competitive positioning.
Role-based Impact
- CEO: The 23 percent win rate improvement validates the acquisition strategy and demonstrates successful value creation through operational excellence. This integration model provides a blueprint for future acquisitions and competitive differentiation.
- CFO: Enhanced revenue predictability through data-driven planning processes improves financial forecasting accuracy and supports more strategic capital allocation decisions across the integrated business units.
- CRO: Unified sales processes and standardized playbooks eliminate revenue execution risk while creating scalable frameworks for continued growth. The single source of truth enables more strategic account management and territory optimization.
- CMO: Aligned marketing strategy across integrated services creates more compelling value propositions and improved lead quality. Unified messaging supports stronger brand positioning in the competitive legal technology landscape.
Call to action
Legal technology executives managing post-acquisition integration should prioritize commercial alignment alongside operational consolidation. Contact SBI to develop comprehensive go-to-market transformation strategies that accelerate value creation and competitive positioning.
