We spend a lot of time in this industry talking about mergers and acquisitions, about multiples, deal structures, and growth strategies. But not nearly enough time is spent talking about what comes after the contract is signed. That messy middle where integration actually happens, and things get hard.
I’ve lived that side of the deal. More than once. And I can tell you this: the challenges don’t start when the ink dries. They start when your people are left asking, what now?
Let’s just get this out of the way. Most post-acquisition plans aren’t plans. They’re outlines. Concepts. Vibes. And especially when a larger provider acquires a smaller one, there’s often this misplaced assumption that the acquiring side has it all figured out.
But even the most sophisticated buyers usually rely heavily on the expertise of the acquired team to make integration work. You built the network. You know the systems. You know the people. So if you’re the seller, you’re not done. You’re probably about to become the most important person in the room.
And if you’re the buyer? Don’t assume you’ve bought plug-and-play. What you’ve actually bought is a living, breathing, local operation that requires care, communication, and clarity.
One of the best analogies we hit on in the episode was this: M&A is like merging two houses. Everyone gets excited about redecorating, but no one checks the plumbing, until it explodes.
The “plumbing” in broadband is your network architecture, your backend systems, your billing platform, your NOC. And it will take longer than you think to get those things harmonized. That’s not a knock on your team. It’s just the reality of combining two different ways of operating, two different sets of decisions made over years of business.
You can’t rush that. But you also can’t leave it open-ended forever.
I’m a fan of speed, when speed is done right. The longer you drag out integrations, the longer the uncertainty lasts for your teams and your customers. That said, fast and reckless are two very different things.
If you push too hard or too quickly, especially on the technology side, you risk outages, frustrated customers, and burned-out staff. It’s better to do it right than to do it fast. But if you can do it right and fast? Even better.
Where you should absolutely move with urgency is communication. Silence is the worst thing you can give people during a transition.
Internally and externally, communication has to be relentless. When you feel like you’ve said it too many times, that’s usually when it’s finally starting to stick.
Employees need to know what’s changing and what’s not. Customers need to know where to pay their bill, who to call for support, and whether their service is staying the same.
And don’t forget your local presence. In small communities, your ISP is more than just a vendor, it’s a neighbor. That means a poorly managed rebrand, a customer portal with the wrong name, or a missing voice on the other end of the phone can have outsized effects on churn.
You Will Lose Some Customers. Plan for It.
If you assume there will be zero churn post-acquisition, you’re lying to yourself. Some folks just don’t like change, and that’s okay.
What matters is minimizing the churn that comes from avoidable missteps. Losing someone because you changed their login without warning? That’s on you. Losing them because you didn’t explain what’s happening? Also on you.
Your churn strategy needs to start before the deal is even announced. What’s the narrative? What’s the value? What’s getting better for the customer, and how are you telling that story across every channel?
One of the worst post-acquisition strategies I’ve seen is making every employee re-interview for their job. That kind of move creates distrust, anxiety, and a fast track to losing your best talent.
If you want to understand someone’s strengths and fit, do it through conversations, documentation, and observation. Don't do it by pretending the last several years of work didn’t happen.
Culture Is a Slow Merge. Treat It That Way.
There’s no universal playbook for cultural integration. Sometimes it makes sense to change the brand on Day One. Other times, a slower co-branding rollout helps retain customer trust. I’ve seen both work and fail. The key is to be intentional and contextual.
Your people and your customers are watching what changes and what doesn’t. Brand changes, leadership changes and org chart changes all send a signal. Make sure it’s the one you want to send.
Here’s the bottom line: the M&A playbook doesn’t end with a press release. It starts there.
You need a strategy that goes beyond the financials. You need a strategy that accounts for people, systems, culture, communication, and timing. The most successful integrations I’ve seen are the ones that treat this phase with the same intensity and care as the deal negotiation itself.
Because that’s the real work. And it’s where your reputation is either solidified or shredded.