The Retail Integration Programme was Mercury’s most strategic initiative following the acquisition of Trustpower Retail. With distinct teams, systems, and cultures to unify, this programme needed to deliver tangible business results while laying the foundation for future fit operations. It was also selected as the pilot for adaptive ways of working at scale, making it both a delivery mission and a culture change initiative.

The Challenge

Mercury had acquired Trustpower Retail but faced the classic merger nightmare: two brands, two tech stacks, two cultures, and one chance to get it right. Integration risks were massive, with merger failure rates running high across the sector. Leadership needed to deliver business value fast while simultaneously building a unified culture and modern delivery capability. The risk was not just budget blowouts and delayed synergies, but creating a fractured organisation where “us versus them” mentality destroyed any chance of becoming one high performing company.

Our Approach

We co-designed the delivery model with the Integration Leadership Team, creating shared language, clarity of roles, and transparent delivery rhythms across all teams. We embedded our senior coaches at every level, from squads to senior leaders, to enable consistent behaviours and unblock barriers. We led Big Room Planning events, established feedback loops, and aligned leadership around a unified roadmap. Critically, we supported cultural integration, helping teams shift from “us and them” to “we” while building internal capability Mercury could sustain.

The Shift

Mercury moved from two separate companies with distinct cultures to one unified, high performing organisation. Value streams became self-managing, governance enabled speed while maintaining control, and planning rhythms allowed rapid response to market changes. Teams developed a shared identity and purpose, with delivery practices that broke down historical silos. This was not a theoretical integration model. It was a transformation system built specifically for Mercury’s ambitions and the complexity of merging major energy retailers.

Measurable Impact

The programme delivered early and under budget, winning New Zealand’s Business Transformation through Digital and IT award. Mercury successfully merged two brands, tech stacks, and teams into one modern company with lasting cultural cohesion. Most importantly, Mercury built delivery practices and mindsets that they continue to scale internally, establishing a foundation for future transformation without permanent consultant dependency.