How do you turn a global acquisition into a shared identity, culture and direction?

Client: 

Texmo Blank

Timeline: 

12+ Months

Project Overview 

The acquisition of Feinguss Blank marked a defining moment for Texmo Blank, bringing with it scale, complexity and multiple competing needs.

What began as an acquisition programme is now a long-term partnership shaping alignment, identity and market presence.

Align With Leaders

The Texmo Group and Feinguss Blank were two of the biggest precision castings companies in the world. And so when Texmo bought Feinguss in 2023, it created a new manufacturing giant, with 1,750 staff across five countries in three continents. At that scale, alignment doesn’t happen by accident.

We started with leadership. Not just to understand the ambition behind the acquisition, but to surface the risks—cultural, operational and perceptual.

Looking at comparable mergers, a pattern emerged. Most approaches focused heavily on short-term communication, with less attention on how integration would play out over time. So we took a different route.

We developed a four-stage framework. Anticipate, Influence, Inform and Involve, to guide the work. Not just what needed to be communicated, but how people needed to feel at each stage.

Become The People

One of the defining constraints was confidentiality. Only a small number of senior people were aware of the deal before announcement. That meant we couldn’t speak directly to employees or customers in advance.

So we approached it differently. We analysed large volumes of employee feedback from similar acquisitions—particularly through platforms like Glassdoor—to understand how these moments are experienced from the inside.

Alongside this, we ran a behavioural analysis using COM-B, identifying the barriers that might prevent people from engaging with the new direction. This gave us a clear picture. Not just of what people might think—but what might stop them from acting.

The strategy was then built around reducing those barriers.
Positioning the merger in a way that felt credible, relevant and grounded in what both organisations already shared.

Create New Solutions
– Direction

What began as a focused acquisition programme developed into something broader. As the organisation evolved, so did the work—expanding from integration into a more complete platform for alignment, capability and growth.

After the announcement, the priority was stability. People needed a clear sense of where the business was going, and how they fit into it.

We worked with leadership to define:

• A shared mission, vision and proposition
• A set of values grounded in how the organisation operates
• A clear leadership narrative that explained the direction of travel

This gave leaders a consistent way to communicate across regions and teams. Not scripted. Just clear enough to be understood and repeated.

Create New Solutions
– Systems

Direction on its own isn’t enough. It needs to show up in how people work. We developed a flexible identity system, alongside a global asset bank of photography and film—capturing people, environments and processes across the business.

Alongside this, we created practical toolkits to support internal teams in building their own communications.

The intention was to increase internal capability. Teams could create what they needed—quickly and consistently—without relying on external resources for every output.

That’s what allowed adoption of the new identity to scale quickly.

Create New Solutions
– Platforms

As the business settled, communication moved beyond internal alignment into something more outward-facing. We worked with Texmo Blank to build a connected ecosystem of platforms and content, including:

• A fully restructured website, organised around key sectors and user needs
• Deep case study content to demonstrate technical capability and experience
• A knowledge hub to share expertise and support customer decision-making
• Large-scale video production, including sales tools used directly in commercial conversations
• Targeted pages designed for specific audiences, including procurement
  
  

Communication became something the business could actively use:

• To support sales
• To build confidence with customers
• To shorten decision cycles

And importantly, it created a platform the business continues to build on.

Deliver Sustainable Change

The acquisition was a brief moment. But the impact has been ongoing.
There is now:

• Clearer alignment across leadership and teams
• A shared identity that works across markets
• A set of tools and platforms that support how the business communicates and grows

What started as integration has become infrastructure. Something the organisation can use—again and again—as it evolves.

Contact Us

If you're approaching a period of organisational change, and would like some assistance, let's talk.

+44(0)114 6989 555
hello@3800.co.uk
Calendly Booking
Connect On LinkedIn

Improve, all ways.