Lorena helps growth-minded acquirers realize the value they bought by building the shared path, accountability, and end-to-end ownership that keeps the deal thesis intact from stage to stage, from diligence through stabilization.
I've spent a decade running B2B SaaS programs — most recently leading end-to-end integrations for Workday's partner business. I build structure out of ambiguity and get cross-functional teams aligned, accountable, and moving.
Ops Lore is a deliberate choice: a solo practice that gives lower-mid and mid-market acquirers bespoke, senior-level attention and not a layered consulting deck or an army of junior analysts. AI-native delivery, fast and precise, embedded with your team from close through stabilization.
let's turn the deal thesis into realized value
Best fit: post-merger integration of GTM operations and partner ecosystems for SaaS acquirers.
Contract migration and disposition, partner program consolidation, CRM and partner systems setup.
Incentive design (SPIFs), referral-fee transitions, sales motion alignment, deal-ops enablement so pipeline doesn't stall post-close.
GSI/SI delivery training plans that clear backlogs and scale implementation ahead of sales.
Workstream cadence and accountability across your functional groups and the acquired team.
Selected integrations led at Workday. Acquired companies anonymized; metrics rounded.
Situation. Post-merger integration surfaced a service-provider business no one had scoped.
What I did. Attached it to an existing program as a new swimlane, wrote a standalone ops guide the whole org could run from, and aligned roles & responsibilities.
Situation. Acquired company paid 15% referral fees vs Workday's 10% — top referrers were ready to walk.
What I did. Stood up a $400K incentive fund within a month of close as a bridge to legacy comp.
Situation. Acquired agreements didn't match standard terms; every contract needed disposition.
What I did. Ran biweekly disposition reviews and operationalized high-volume termination and migration with Legal Ops.
Situation. Post-close demand outpaced delivery capacity.
What I did. Led design of a deployment program that up-leveled internal delivery teams and GSI/SI partners — and shipped it in one cohort to maximize capacity and reduce backlog.
A decade inside B2B SaaS go-to-market. Not a generalist learning your stack on your dime.
Before SaaS, I built the business-consulting program at a small-business lender that backs high-risk entrepreneurs: advising 200 owners on their financials, ops and go-to-market to keep loans from defaulting. De-risking someone else's investment is where my career started.
Modern tools, faster turnarounds, sharper artifacts. Less overhead, more output per week.
You get the principal in every meeting, every deliverable. Ideal for lower-middle-market deals.
I build the shared path, then drive accountability across Legal, Finance, Product, CX, and the acquired team.
Most engagements start small and grow as the deal does.
A short, fixed-scope read on where your deal is most likely to drift — and what to do about it. The fastest way to see how I work, with low commitment.
Hands-on integration leadership through the first 90 days — owning the plan and the workstreams, not advising from the sidelines.
Ongoing support until the thesis is delivered and the value you bought is actually captured.
let's talk.
The earlier we talk, the cleaner the integration. Book a 30-minute intro or send a note.
