A financial services company that had grown 10x over 10 years had very recently been acquired by two Private Equity firms, and now had to figure out how to triple earnings over 5 years—a major step-change. Over the last decade, its 2,000+ employees had pushed hard with excellent results. Tripling earnings on an aggressive timeline would require next-level strategies and plans, and broad-based buy-in and commitment. The organization could not afford to spend months or longer developing its growth strategy and mobilizing people. They had to hit the ground running, now.
The company's leadership brought together 40+ people for a Syntegration over two-and-a-half days. We convinced them to involve their new PE owners, so four people from the two private equity firms joined the team.
Together, they collided on questions such as, "What infrastructure and technology do we need to achieve that kind of growth?" They explored adjacent markets, employee engagement, technology differentiators, and margin expansion. The group quickly co-created a robust strategy that addressed both inorganic and organic growth. A smaller group later converted the strategy into concrete action-steps: timelines, budgets, and ownership. Participants commented that the plan and alignment that resulted from a few days of intense back-and-forth would have otherwise taken months to achieve.
Two years later,the company had doubled profits, grown top-line, and won several industry awards. The plan was monitored on a quarterly basis by leadership and their PE sponsors. The overall experience had instilled in the new owners additional confidence in the company’s leadership and rank-and-file. The Syntegration was referred to as “an inflection point,” and indeed, within two years, the PE owners experienced a top decile outcome on their investment.
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