For Soccer had acquired two companies in two years. The tools, processes, and teams were still operating as three separate organizations. My job was to make them one.
For Soccer had recently acquired Gilt Edge Sports Marketing and Alianza de Futbol. Each branch of the company was still running on the tools and processes it brought into the acquisition. The studio team was on Trello, Alianza was on Monday.com, sales was in Salesforce, and the project managers who needed visibility into all of it had access to none of those tools.
There were three different project management platforms, no travel management system, no centralized reporting, and no shared processes across departments. Across the organization, there were over 70 tools in use. Spending was fragmented and difficult to track. The company had grown through acquisition but hadn't yet integrated operationally.
Reporting directly to the CEO, I owned enterprise-wide operations across HR, Finance, Sales, Creative, Data & Insights, and Account Management. My mandate was to map the existing tooling landscape, get spending under control, eliminate redundancy, and build the shared systems and processes that would turn three acquired companies into one organization.
The biggest impact wasn't the cost savings or the tool count. It was the increase in transparency across the organization. Getting every team member into the same project management tool meant that department leaders finally had line of sight into work happening in other departments. For the first time, the company was operating as one organization instead of three.
I approached this the same way I approach every operational challenge: understand the people, map the workflows, eliminate friction, and build systems that create visibility. The result was a company that communicated better, spent less, and had the infrastructure to support whatever came next.