Case study · ProfitSolv · Legal & accounting SaaS
One operator, a portfolio of ten.
GTM strategy for four portcos, marketing centralized, sales and marketing aligned.
Turning ten acquired software businesses into a portfolio that markets like one.
ProfitSolv — a holding company for ten software businesses serving legal and accounting firms — engaged Kyle Hamer to centralize a fragmented marketing function, build go-to-market strategy for four of its portfolio companies, and align sales and marketing across the group. Working three days a week against 30-60-90 day plans, he turned a collection of acquired companies into a portfolio that markets like one.
The situation.
ProfitSolv had grown the way platform companies grow: by acquisition. Ten portfolio businesses, each with its own processes, its own go-to-market motion, and its own idea of how marketing should work — the familiar post-acquisition sprawl.
The mandate.
Three things, per the client: streamline and centralize the marketing team, create go-to-market plans and models, and align sales and marketing. In other words — turn a collection of acquired companies into a portfolio that markets like one.
The work.
- 1Centralize the function — a marketing structure and campaign framework for the group.
- 2Build GTM for four portcos — go-to-market plans and models, sequenced on 30-60-90 day plans.
- 3Define the org — a reorganization chart with defined roles and a RACI matrix.
- 4Align sales and marketing — alignment templates plus contract-resource recommendations.
The results
The results.
The client reported a marketing structure and campaign framework created and implemented, a reorganization chart with defined roles and a RACI matrix, alignment templates connecting marketing to sales, and contract-resource recommendations — GTM strategy delivered across four portfolio companies.
In their words
What the client said.
“They fostered a judgment-free zone and were very empathetic when suggesting changes and why.”
Why it transfers.
This is the portfolio operating model proven in practice: one operator, deployed across a multi-company portfolio, building shared GTM structure while respecting what’s specific to each business. It’s the same logic behind deploying one fractional leader across a PE portfolio.
FAQ
Common questions
What did ProfitSolv hire Kyle Hamer to fix across its ten acquired software companies?
Three things: centralize a fragmented marketing function, build go-to-market plans, and align sales with marketing. ProfitSolv had grown by acquisition, so ten legal and accounting software businesses each ran their own processes and their own go-to-market motion. The job was making them market as one portfolio.
How many of ProfitSolv's ten businesses got a full go-to-market build?
Four. Those portfolio companies received go-to-market plans and models, sequenced on 30-60-90 day plans. All ten came under one centralized marketing function and a shared campaign framework. Shared structure across the group, specific go-to-market where the portfolio needed it — that is the operating model.
How did Kyle Hamer sort out who owned what across ProfitSolv's merged marketing teams?
With a reorganization chart, defined roles, and a RACI matrix. He also built a marketing structure and campaign framework for the whole group. Alignment templates connected marketing to sales, and contract-resource recommendations named which roles to fill outside. Ownership on paper before campaigns on the calendar.
What role did Kyle Hamer hold at ProfitSolv, and how often was he there?
Fractional marketing operator, three days a week, working against 30-60-90 day plans. The role covered the whole mandate. Centralizing the marketing function, building go-to-market for four portfolio companies, designing the org, aligning sales with marketing across the group. One operator, ten businesses.
How did ProfitSolv rate the engagement?
5.0 on Clutch. ProfitSolv's VP of Marketing credited a judgment-free working style — changes proposed with empathy and a reason attached. That matters here: post-acquisition consolidation touches people's jobs, so how the reorganization gets proposed decides whether it survives contact with the teams.
Running marketing across a portfolio?
Thirty minutes on your number and where the engine leaks.