In this episode of Some Goodness, host Richard Ellis welcomes Michael Stahl, CEO of Wombat Data, to discuss why acquisitions often destroy value due to poor execution in the six to 18 months after close. Stahl explains why integration should be treated as an ongoing function that connects the operating model with M&A strategy, especially to build scalable revenue operations and link organic and inorganic growth. He describes integration as a phased, long-tail process with feedback loops to test underwriting theses and refine ideal target profiles, emphasizing data and CRM/system integration as prerequisites for collaboration. The conversation covers go-to-market alignment issues such as coverage strategy, overlays, comp models, minimizing disruption, and encouraging collaboration, plus cultural due diligence focused on day-to-day management rigor and data-driven practices.

Soundbites

• "There's no better way to identify areas that need improvement in a business than trying to explain to a company you buy how your business works."
• "You have to be able to clearly articulate how you run your business, how you run your sales motions, to be able to tell somebody else how to fold into it."
• "When we found it harder to explain or more difficult for a team to fold into, that's usually where we have to pay attention."
• "What happens in the corp dev decks and with the advisors doesn't always translate post close."
• "It's really important to acknowledge that it's a phased plan, that it also will feel a little awkward or clumsy at times as we bring two teams together."
• "It's not just change on the part of the target. It also requires change on the part of the buyer and the buyer's teams, because now we're bringing new people into the conversation."
• "We always wanted to try to err on the side of making decisions that were going to encourage collaboration rather than sort of be myopic and save in the short term."
• "A lot of the culture that I wanted to look at, particularly in a target, was how did they manage day to day. And was the way that we manage as a buyer going to be a culture shock for them?"
• "Is the juice worth the squeeze here? Are we spending the right time on the deals that create the most value and align with the strategy of the company?"
• "There's a phrase that I like. It sounds simple. It's just not easy."
• "That's how I define commitment with my team: awareness and intention. You have to be aware of what's going well, what's not, and then make intentional decisions about what to reinforce and where to course correct."
• "The data became the equalizer or the mediator."

Michael's business, Wombat Data: https://wombatdata.com
Richard’s business, Revenue Innovations: https://www.revenueinnovations.com