The work after acquisition

Dhawal Laheri’s connected platform ambition extends beyond a one-time sale. Customers may need help understanding their profile, a team programme or a separate financial service. Those needs create operating work. A growth model that counts acquisition spending but ignores support would describe only part of the business being built.

Capacity as a commercial question

A prospective expansion should consider how many enquiries the programme can handle, which organisation answers them and what happens when a question crosses a provider boundary. This is especially important for future partner-led financial services. Clear ownership can make support more efficient, but efficiency should not be assumed merely because the interface presents several services in one place.

Imagine this

Hypothetical scenario

Hypothetically, a local campaign attracts many interested companies. The partner checks available onboarding and support resources before accepting a launch schedule that the team cannot realistically serve.

Make it practical.

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