Portfolio · Case study

Org Design & M&A Integration

Following Microsoft's acquisition of Activision Blizzard, our EMEA Go-to-Market organisation — a team of roughly 250 — was asked to reduce headcount by 60 roles as part of wider efficiency goals across the gaming business. I was at the centre of the people side of this transformation: co-designing the future organisation with our MD, planning and executing the reduction with dignity, and helping the remaining team rediscover its footing.

~250people in the EMEA GTM org
Multi-countryconsultation, executed with precision
−4 ptsengagement dip — held stable through the storm
7%attrition, contained during peak uncertainty

My Role & Responsibilities

The Challenge

Before the acquisition, this was a genuinely happy, high-performing organisation — which made the news land even harder. The reduction came as a shock to most (complete confidentiality meant there were no rumours to soften the blow), morale dropped sharply, and uncertainty began driving attrition in a team that had never had an attrition problem.

The task was twofold: execute a legally complex, multi-country reduction with speed and precision — and then bring a grieving team back to believing in its future.

"Several colleagues thanked me, emotionally, on their way out — because they felt treated like humans, not headcount."

The moment that defines how I approach every restructuring

The Solution & Outcome

Design

New org built around priorities with the MD — not even cuts

Consult

Legally rigorous, individually sensitive, fully confidential

Transition

Every conversation held with dignity and empathy

Rebuild

Reassurance, open doors, and the slow return of spirit

We designed the new organisation around clear priorities rather than simply cutting evenly, which meant the smaller team could still fully support the franchise slate — aided by newly found efficiencies and closer collaboration with Xbox. For those who stayed, I invested heavily in one-to-one reassurance, and slowly the spirit returned: engagement held within four points of pre-acquisition levels, attrition stabilised at 7%, and the project was executed with remarkable accuracy and speed.

What this period taught me: in business-critical moments, a People team that trusts each other completely is not a nice-to-have — it's the thing that makes speed, precision and humanity possible at the same time.

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