The target company had strong financial performance and loyal client relationships, but its value was concentrated in a small group of senior recruiters and account managers who had deep relationships with healthcare facilities. The buyer was concerned that a traditional post-close integration approach would trigger departures among this critical talent, eroding the value of the acquisition. There was also cultural misalignment between the buyer's operational discipline and the target's entrepreneurial, relationship-driven culture. Without a thoughtful integration plan, the deal risked becoming a talent exodus rather than a value-creating acquisition.
Stone Capital Partners led the people-side of integration from due diligence through the first 90 days post-close:
- Conducted confidential interviews with key talent during diligence to assess retention risk and motivations
- Developed retention packages and career path conversations tailored to individual priorities
- Facilitated cultural integration sessions that honored the target's entrepreneurial identity while introducing the buyer's systems and accountability standards
- Created a phased integration timeline that prioritized relationship continuity over rapid operational changes
- Coached the buyer's leadership team on managing a relationship-driven business without alienating top performers
The integration succeeded where many roll-ups fail. All identified key talent remained with the company through the first year post-close. The cultural integration created a hybrid model that preserved entrepreneurial drive while adding operational rigor, positioning the combined organization for future acquisitions. The buyer credited the people-focused integration approach as the primary driver of deal success and has since engaged Stone Capital Partners for subsequent acquisitions in the platform.
