For Mark Joseph Schwartz, global acquisitions are less about transactions and more about transformation. Over a 25-year career spanning high-growth technology companies, Schwartz has navigated IPOs, raised private capital, and led the integration of more than 15 acquisitions representing over $1 billion in value. His approach is shaped by a unique mix of experiences: corporate attorney, founder, CFO, board member, and investor.
“I’ve sat around the boardroom table in almost every seat,” Schwartz says. “That perspective gives me, perhaps, a deeper understanding of what each stakeholder is looking for, and the risks they weigh when pursuing global expansion.” This multidimensional lens has enabled Schwartz to lead acquisitions with a higher success rate in the long-term. “It’s not about signing the paper. It’s building trust before and after that matters most.”
Integration as Foundation, Not Footnote
A misstep companies often make is treating integration as a back-office function. “The integration becomes the foundation for success,” he says. That foundation starts with the people, even before proper systems integration.
Whether entering a market through acquisition, partnership, or organic expansion, Schwartz stresses that the new team must feel like an extension of the core business. “They need to understand the culture and mission, and actively contribute to it.” He advocates for proactive integration strategies: have senior leadership frequently visit new sites, host board meetings or executive leadership meetings on location, and facilitate candid Q&A sessions with staff. “You can’t allow remote teams to feel disassociated. Over-communication is essential.”
Culture, Clarity, and Communication
One of Schwartz’s most revealing lessons came from a moment of organizational stagnation. “We had been growing fast,” he recalls, “but suddenly, that growth plateaued. We brought in an outside firm, and what they found was eye-opening.” Despite having hired top-tier talent, the company had failed to unify its workforce under a common mission or vision. “People brought their past experiences to the table, but without clear direction, they started solving problems their own way. We were unintentionally building small companies within the company.”
In response, Schwartz and his leadership team solidified, in writing, the mission statement, the vision, and the direction that leadership had been building the company on then repeated it relentlessly. Every format was used to cascade these messages, from all-hands meetings to printed materials, “In my experience, people often hear things differently the first time,” he says. “Even if you believe your message is crystal clear, you must repeat it over and over, in different ways, to ensure everyone is rowing in the same direction.” The result? A rebound in growth and a lasting shift in Schwartz’s leadership philosophy. “I used to be skeptical of initiatives like that,” he admits. “Now I see them as essential.”
Build, Buy, or Partner? Start With Honesty
Schwartz cautions companies to resist jumping into acquisition mode without rigorous self-assessment. “You need to run every opportunity through your long-term strategic plan,” he says. “Where are you strong? Where are your gaps? And what’s the real reason for entering this market?” That clarity helps determine the right strategy, whether to build, buy, or partner. For instance, if a company lacks in-market experience, acquisition might be the fastest route. But if it already has a small presence, investing in leadership and infrastructure may be smarter.
Once the decision to acquire is made, the work of winning over the new team starts early and continues well beyond the deal. Prior to acquisition, Schwartz encourages diligence teams to double as ambassadors. “Send your finance or IT folks not just to collect diligence data, but to build relationships. That early effort creates internal champions who serve as eyes and ears post-close.”
Systems Integration…and When Not to Force It
A critical part of acquisition success is systems integration. Schwartz is clear: “With the rare exception, integrate finance, data, IT, and people infrastructure as quickly as possible, even if the plan is to delay R&D, product or even brand alignment.” He points to large acquisitive companies that, without a clear integration plan, can end up with dozens of redundant systems. But he also cautions against assuming the buyer’s systems are always better. “Be honest. An acquired company may have superior processes, so don’t discard value with a close-minded approach.” By focusing early on operational integration, and remaining open to learning from acquired entities, companies can avoid costly write-downs and maximize the long-term value of the deal.
Leading with Intention
What distinguishes Schwartz’s approach is his emphasis on intentionality. Whether scaling a startup to 10,000 employees or managing complex global M&A, he believes lasting success comes from aligning systems, people, and strategy without compromising culture. “In every acquisition, you’re making a promise to your board, your investors, and the acquired team,” he says. “Delivering on that requires honesty, discipline, and above all, leadership that puts people and purpose at the center.”
To learn more about Mark Joseph Schwartz or connect with him directly, visit his LinkedIn.
