Enlyte Case Study

Industry Context

The property and casualty insurance industry operates through complex ecosystems requiring specialized technology solutions. Companies serving this sector face pressure to deliver integrated platforms while managing diverse product portfolios across multiple customer segments. Post-acquisition integration challenges compound these pressures, particularly when combining distinct go-to-market approaches.

The Challenge

Enlyte, formed through the rollup of three separate companies, confronted significant friction in its fragmented go-to-market strategy. The disparate approaches created operational inefficiencies, extended sales cycles, and reduced win rates. Without alignment between talent deployment and product portfolio positioning, the company risked losing competitive advantage in a consolidating market.

The Aha! Insight

The core issue was not product capability but commercial execution. Enlyte possessed strong individual solutions but lacked unified commercial processes to maximize their collective value. The company needed strategic realignment of talent to product portfolio and establishment of commercial excellence benchmarks across all verticals.

SBI's Approach

SBI conducted comprehensive analysis of Enlyte's existing go-to-market model across all three legacy entities. The engagement focused on six strategic recommendations designed to create operational alignment and drive sustainable growth. The approach emphasized strategic account management principles and Revenue Growth Office implementation to establish consistent commercial practices.

Before vs. After

Results

• $1 billion+ estimated revenue uplift potential
• $1.4 billion upsell opportunities identified through improved account management
• Unified GTM model reducing operational complexity
• Enhanced competitive positioning in P&C technology solutions market
  
  
  

Executive Perspective

"The integration of three distinct companies required more than operational alignment—it demanded commercial transformation. SBI's systematic approach to unifying our go-to-market strategy has positioned us to capture the full value of our combined capabilities while delivering superior customer outcomes."

Risk of Inaction

Continued fragmentation would have perpetuated customer confusion, reduced cross-selling effectiveness, and weakened competitive positioning. In a consolidating market, companies unable to present unified value propositions face margin compression and market share erosion.

Industry Implications

This transformation demonstrates how post-acquisition commercial integration can unlock significant value beyond traditional cost synergies. Companies in the B2B services sector must prioritize GTM alignment to maximize acquisition investments and compete effectively against both established players and emerging disruptors.

Role-based Impact

• CEO: Revenue uplift potential exceeds $1billion, directly impacting shareholder value and market positioning. Unified GTM approach strengthens competitive moat and acquisition integration capabilities.
• CFO: $1.4 billion identified upsell potential provides clear path to organic growth acceleration. Operational efficiency gains from unified processes reduce cost-to-serve and improve margin expansion opportunities.
  
• CRO: Strategic account management framework and talent realignment directly address sales cycle compression and win rate improvement. Revenue Growth Office implementation provides scalable foundation for sustained growth.
  
• CMO: Unified commercial messaging eliminates customer confusion while enabling coordinated campaign execution across all verticals. Enhanced market positioning supports premium pricing strategies and competitive differentiation.

Call to Action

Companies managing multiple business units or recent acquisitions should evaluate their commercial alignment immediately. Contact SBI to assess your GTM integration opportunities and develop systematic approaches to unlock hidden revenue potential across your portfolio.