Post-Merger Sales-Force Harmonisation Leader

The mandate

Two beverage businesses merged their regional portfolios before resolving overlapping customer territories, distributor ownership and national-account leadership. Managers promised roles independently, selection criteria differ by legacy company and top sellers are withholding account knowledge while waiting for decisions. The commercial workforce integration head resigned after an organisation announcement named two leaders for the same distributor relationships.

The interim must assume Mexico City leadership within ten days and serve twelve months through organisation reset, fair appointment, transition and two commercial planning cycles. Search for a permanent commercial-people integration executive begins after critical roles and territory accountabilities are accepted, expected in month six. The successor will lead one talent calibration and one distributor-continuity review during five weeks of overlap.

Handover requires an approved role and territory architecture, decision rights, verified incumbent and candidate evidence, selection records, individual promise log, account handovers, retention and exit actions, representative process status and manager communication. Two planning cycles must operate without duplicate ownership. The successor inherits unresolved appeals, vacancy risks, talent moves, knowledge-transfer obligations and remaining reward dependencies.

The interim may stop conflicting appointments, require evidence-based selection, redirect integration resources, mandate account handover and approve targeted retention up to MXN 4 million per person within policy. Executive appointments, redundancies, distributor contract changes, sales targets, incentive-plan redesign and actions beyond delegation remain with authorised leaders. Commercial owners retain pricing and customer decisions.

Route-to-market strategy, product pricing, commission calculation, CRM convergence and broad corporate culture work remain outside scope. The seat owns sales organisation clarity, fair people decisions, promise control, customer-knowledge transition, manager capability and succession. It cannot preserve revenue by leaving duplicate authority unresolved or use legacy allegiance as a proxy for future-role suitability.

Why this seat is open

A public organisation error exposed fragmented role promises and left important distributor relationships without credible ownership, followed by the integration head’s resignation. Commercial leaders advocate for proven teams while employees and partners need quick clarity. Temporary workforce authority can reset the process and observe real planning cycles before permanent integration ownership transfers.

What you will own

• Reconcile customer, channel, distributor, territory and decision accountabilities across both legacy sales organisations.
• Define future roles, spans, layers, interfaces and success evidence without designing commercial strategy or targets.
• Govern candidate pools, assessment, selection, appointment, appeal and documentation through comparable standards.
• Surface individual promises, retention agreements, succession gaps and employment-process dependencies before decisions.
• Direct customer and distributor knowledge transfer with named relationships, risks, timing and accountable recipients.
• Monitor turnover, regretted loss, vacancy, account disruption, role clarity, distributor feedback and manager behaviour through two planning cycles.
• Transfer organisation maps, selection records, promise logs, customer handover evidence and trained country HR ownership across markets.

Candidate qualifications

• Held executive people authority during a multi-country consumer sales-force merger with overlapping customer territories.
• Resolved duplicate leadership, distributor ownership and role promises using transparent future-role evidence.
• Ran fair selection and appeal across legacy organisations under revenue and retention pressure.
• Protected customer knowledge and distributor relationship continuity through structured, evidenced people and account handovers.
• Worked with commercial leaders without assuming pricing, target, channel or incentive-design authority.
• Handed permanent regional leadership a stable organisation after observed commercial planning, talent and distributor-review cycles.

Non-negotiables

• Can begin onsite in Mexico City within ten days and travel monthly across distributor markets.
• Will accept exclusive executive accountability for organisation evidence, selection governance and account-handover escalation.
• Brings post-merger commercial workforce integration; routine reorganisation or sales consulting alone is insufficient.
• Must disclose relationships with legacy executives, distributors, unions, search firms and reward advisers.

1. 49 words maximum. Describe a sales merger where duplicate territory ownership damaged customer or distributor continuity.
2. 49 words maximum. Which evidence should decide between legacy leaders promised the same future role?
3. 49 words maximum. State your Mexico City availability and the largest sales-force integration you led.