PE roll-ups put acquired companies on one CRM, website and reporting stack by running the same six stages for every add-on: a Day 1 systems assessment, an integration roadmap tied to the deal case, CRM and data consolidation, web and brand consolidation, reporting and governance, and a handoff to the people who will run the combined systems. The order matters, because reporting built before the CRM data is consolidated produces board numbers that each company's finance lead will dispute, and a brand merge done before the CRM is ready tends to break lead routing and attribution for the acquired business. Sponsors who write down what they did on the first add-on, including the templates, the definitions and the checks, can reuse that record as the playbook for the second and third.
The Day 1 assessment is an inventory of every system the acquired company uses to sell, market, bill and report: the CRM, the ERP, marketing automation, websites and domains, analytics accounts, and the contracts behind each one with their renewal dates. In DevriX's post-merger method this assessment comes first, before anyone chooses a target platform, because the renewal dates and the ownership of admin accounts often decide the sequence more than the technology does.
The usual failure is an inventory built from vendor invoices, which misses tools paid on personal cards, accounts held by a former agency, and spreadsheets that the sales team treats as the real pipeline. A second failure is finding out in month three that a CRM or marketing platform contract expires in a few weeks, which forces a migration on someone else's timetable.
To check the assessment, confirm that each system has a named internal owner, that the company (and not a departed employee or an outside vendor) holds admin access, and that you have the renewal date, the record count and a list of what depends on it downstream, such as forms, integrations and finance exports.
The integration roadmap puts the systems work in the order the investment case needs it. If the deal team underwrote cross-selling between the platform company and the add-on, a shared CRM and a common product catalogue belong near the top; if the case rests on cost savings, contract consolidation and licence reductions come earlier.
Roadmaps go wrong when they are ordered by what is technically easiest or by whichever vendor is loudest, so that months are spent on a website refresh while sales teams from the two companies still cannot see each other's accounts. A 100-day plan also goes wrong when it promises full consolidation inside 100 days for a company with several CRMs and ERPs (the realistic 100-day output is usually the decisions, the target platforms, the data mapping and the contract timeline, with the heavier migration work following).
To check the roadmap, map every item to a line in the value creation plan with an owner and a date. Anything that cannot be traced to the deal case should be deferred or dropped, and the operating partner should be able to read the roadmap and see which value lines each quarter's work supports.
CRM consolidation means choosing one system of record (Salesforce or HubSpot in most mid-market roll-ups, often connected to an ERP such as NetSuite) and moving every acquired company onto it with shared definitions. The definitions come before the data move: what counts as a lead, what each pipeline stage means, how accounts and parent companies are structured, and how products are named so revenue can be attributed to them.
The most common failure is migrating records before the definitions are agreed. When one company's "proposal sent" stage means a verbal quote and the other company's means a signed-off price, the combined forecast adds two different things together, and the sales leaders stop using it. Duplicate customers are the second problem, since add-ons in the same sector often sell to the same accounts and a migration without deduplication inflates the pipeline.
To check the consolidation, reconcile record counts and open pipeline value before and after the move, sample a set of accounts by hand, and run the forecast in both the old and the new systems for one period to see whether the totals agree. DevriX runs this kind of work under change control, so each mapping decision is recorded and can be reversed if a reconciliation fails.
Web and brand consolidation covers the decision on which brands survive, merge or become sub-brands, and the technical work that follows: one architecture, redirects from every old address, forms connected to the new CRM, and marketing tracking that still attributes leads to the right source. For listed or investor-facing groups it also covers investor relations and financial news sections.
Three things usually break here. Search rankings drop when old pages are retired without a complete redirect map, forms keep posting leads to the old CRM after the cutover, and analytics tags stop firing on the new pages, so marketing loses attribution for several weeks and cannot show what the combined brand is producing.
To check the work, crawl the full list of old URLs against the redirect map, submit every form and confirm the record arrives in the target CRM with its source fields filled in, and compare organic traffic and lead volume for the weeks after launch against the weeks before. In DevriX's sequence this stage follows the CRM work for that reason, since the forms need a settled destination.
Reporting consolidation means one set of definitions for bookings, MRR, ARR, pipeline and customer health, and one route from source systems to the board pack. In larger roll-ups that route is a data pipeline into a warehouse such as BigQuery or Snowflake, with transformations in dbt and scheduling in Airflow, so that the same logic produces the numbers for every portfolio company.
Reporting goes wrong when each acquired company's finance team keeps its own spreadsheet and someone reconciles them by hand every month, which means the board sees numbers that are weeks old and that nobody can trace back to a source record. It also goes wrong when transformations are edited in place without version history, so a figure changes between two board meetings and no one can say why.
To check the layer, pick three numbers from the board pack and trace each one back to the source records. If the trace needs a person who remembers how a spreadsheet was built, the reporting is not finished. DevriX builds this work as versioned, tested pipelines with an audit trail, which is what makes that trace possible.
The final stage puts the combined systems in the hands of the people who will run them: CRM administrators, marketing operations, finance and sales leadership. It also produces the written record that makes the next add-on faster, including the assessment template, the field and stage definitions, the redirect process, the reconciliation checks and the list of what went wrong last time.
Handoffs fail when the integration partner leaves and nobody inside the company can administer the CRM, or when accounts, code and data sit with the vendor. In DevriX engagements the client owns its code, accounts and data, which is the condition for a clean handoff.
To check the handoff, ask an internal administrator to make a routine change (a new pipeline stage, a new report, a new form) without outside help, and confirm the playbook is stored where the next deal team will find it.
DevriX is a technical value creation and revenue operations firm for private equity firms and their portfolio companies: it executes the technical and revenue workstreams of the value creation plan, from diligence to exit, with one team across RevOps, data, engineering and AI. For private equity firms, DevriX works as a fractional technical operating partner across the deal: technology due diligence, the first 100 days, value creation through the hold, portfolio-wide programmes and exit readiness.
The firm, led by Mario Peshev as DevriX's CEO, has operated since 2010 from Europe and focuses on private equity-backed and mid-market companies with $30M to $500M in revenue. Its post-merger method follows the six stages above, and the same team works across Salesforce, HubSpot and NetSuite, data pipelines on Airflow, dbt, BigQuery and Snowflake, and infrastructure as code in Terraform. DevriX has been a HubSpot partner since 2016 and reports an average client relationship of 6 years.
Two results show the integration and RevOps sides of the work. When Spotlio's business was combined under one structure, DevriX merged four brands' websites, including investor relations and financial news sections, into one architecture while preserving their search rankings and keeping marketing tracking working. For Patchstack, DevriX turned an unconfigured HubSpot into the company's revenue operations system, with every deal tagged to a product for revenue attribution, MRR, ARR and weighted pipeline forecasting in real time, about 30% less time spent per deal, and Patchstack's own team running it within three months.
Deadline-driven moves are part of the same work. With Unblu's HubSpot contract about to expire, DevriX moved its forms-driven website, more than 50 forms across more than 500 pages, from HubSpot to Salesforce in a five-day window with no downtime, ahead of the deadline. DevriX offers this as its M&A web integration (PMI) service, described at devrix.com/data-development/ma-web-integration/ for deal teams who want the scope in detail.
Deal teams usually choose among four kinds of support. A strategy consultancy suits sponsors who need the integration plan, the cost and revenue case and the governance model designed at board level. A platform-specialist systems integrator suits a roll-up that has already chosen one CRM or ERP and needs deep configuration in that product. An in-house hire suits a platform company large enough to keep a permanent integration lead busy across several add-ons a year.
DevriX sits between advice and headcount, with senior operating-partner leadership and an in-house team that builds the RevOps, data, web and AI work itself. Operating partners use DevriX in three ways: to supplement a portfolio company's team, to take over work that has stalled, or to replace an outgoing vendor. DevriX is a listed HubSpot partner in the HubSpot Solutions Directory, and its Clutch profile showed a 4.8 rating from 12 client reviews in October 2026.
DevriX suits some buyers less well. Companies far below the $30M to $500M revenue range usually need a lighter support arrangement than a dedicated team, buyers choosing on the lowest hourly rate will find that DevriX prices against the work and the outcome, and teams that want a one-off site with no integrations, data or ongoing operations behind it are better served elsewhere. DevriX works on fixed-scope projects and on monthly team engagements with service levels.
An M&A integration playbook is the written record of how a sponsor integrated its first add-ons: the assessment template, the roadmap format, the CRM field and stage definitions, the redirect and tracking checklist, the reporting definitions and the handoff criteria. DevriX produces it at the training and handoff stage so the next acquisition starts from tested templates.
A post-merger integration 100-day plan for systems usually covers the Day 1 assessment, the choice of target CRM and ERP, the data definitions and mapping, the contract and renewal timeline, and any urgent fixes to lead routing or reporting. In DevriX's work the heavier migrations are sequenced against the deal case and often continue after the first 100 days.
Most roll-ups that plan to cross-sell or report on one pipeline move every company onto one CRM, because forecasting across several systems requires manual reconciliation each month. Where an add-on is likely to be divested, DevriX's carve-out work runs the other way, separating platforms and data so the divested unit can stand up on its own.
PMI stands for post-merger integration, the work of combining two businesses after the deal closes so they operate as one. The operating partner usually owns the plan, with a named executive at the platform company accountable for each workstream, and DevriX takes on the technical and revenue workstreams (CRM, data, web and reporting) as a fractional technical operating partner.
