Who Owns What? Untangling Org Structure After M&A

The ink’s barely dry on the deal, but you can see the chaos unfolding as you’re met with one inconsistent behaviour after another. Sales is stepping on CS’s toes. Marketing is unsure which team owns which segment. And your RevOps team? They’re stuck trying to map a new org chart using Slack threads and gut feeling.

It’s not just annoying…and needless to say, it’s expensive. Janky handoffs. Duplicated outreach. Delayed pipeline. Confused customers. Let’s fix that.

The Problem Isn’t People. It’s Ambiguity.

Here’s the thing: Most of these folks want to work together. But when the roles are fuzzy and the chain of command is foggy, collaboration slows. Fast.

Without clear ownership and structure, you get:

• Channel conflict on shared accounts
• Stalled outbound campaigns
• Unclear accountability for growth targets

Sound familiar? You’re not alone.

Fix the Framework

Start with a fast but thorough role and territory audit.

You’re looking for:

• Title overlaps
• Reporting inconsistencies
• Gaps in coverage (territory or segment)

Then rebuild the structure for the business you’re trying to become, not the one you were before the merge.

We did this with a SaaS client who’d acquired a regional competitor. Their outbound motion collapsed overnight. Why? Two CS teams were both trying to upsell the same accounts. We helped them:

• Standardize titles across teams
• Redefine GTM ownership
• Realign territories and segments

A couple months later, pipeline volume doubled. It wasn’t magic, but rather, clarity.