The Challenge

Our client, a mid-sized enterprise software provider, had grown rapidly through acquisitions. This resulted in five largely independent business units, each with its own sales methodology, CRM configurations, and leadership structures.

Account executives were double-pitching the same enterprise clients, creating market confusion and missed cross-selling opportunities. The lack of a cohesive commercial operating model was hindering their ability to scale efficiently across the Nordic region.

“We had great products, but we were confusing our customers by acting like five different companies. Harvest helped us build a single, unified commercial engine.”

Our Approach

We began with a comprehensive Execution Readiness assessment, mapping out the frictional points between the business units. It became evident that structural redesign was required before any sales training could be effective.

• Unified Go-To-Market (GTM): We mapped their target enterprise accounts and redesigned territories to ensure single points of contact for strategic accounts.
• Standardized Playbooks: We developed a universal sales language and playbook, aligning how value is pitched across all product lines.
• Governance & Rhythms: We implemented a strict commercial cadence—weekly pipelines, monthly performance reviews, and quarterly business reviews—standardized across all units.

The Impact

Within six months of implementation, the fragmented units operated as a cohesive enterprise sales force. The unified GTM model not only clarified internal roles but fundamentally improved the customer experience. Reps started leveraging the broader portfolio, leading to a substantial increase in average deal size and shortening the sales cycle for complex, multi-product solutions.