Business Case | From multiple acquisitions to an integrated platform: the transformation of Septeo Hospitality Iberia

Growth through acquisitions can drive revenue.

But it can also multiply complexity.

Duplicated systems. Disconnected teams. Different processes. Dispersed data. Legacy tools. Fragmented support.

This happens when a company buys other companies.

The extraordinary happens when it manages to integrate them.

During08/2024 – 09/2025, I took on the role ofIntegration & Transformation Lead at Septeo Spain and Portugal,in a decisive stage of expansion and consolidation of the verticalHospitality Tech.

The mission was clear: to turn a powerful portfolio of brands, products, and talent into a connected, scalable organization ready to lead the Iberian market.

The context: to build a technology champion in the hospitality sector

Septeo drove a solid growth strategy in Iberia, incorporating relevant companies from the hotel and tourism ecosystem such as:

• Thelix Unix Data

• Unicamp

• Master Camping

• Tesipro (Tesipro and Ulyses Cloud)

• Revenue Control Data and Hotelsdot

• Acigrup

• Witbooking

• Nivimu

The consolidated perimeter represented approximately:

• 7+ integrated companies

• 200 employees

• 2 countries

• 3 key offices(Barcelona, Tarragona, and Murcia)

• ~4,000 impacted clients

A truly differentiated tech portfolio

The most powerful aspect was not just corporate growth.

It was the breadth of the technological ecosystem built for hospitality.

Client/market solutions

The portfolio combined tools that covered a large part of the hotel and vacation value chain, from hotel chains, independent hotels, and up to 90% of the camping sector in the region. 

Operations & PMS

• 5 specialized PMSfor hotels, resorts, aparthotels, and campgrounds

• Solutions for independent establishments and groups

• Tools adapted to the camping/holiday parks vertical

Revenue & Distribution

• High-performance proprietary booking engine

• SolutionRMSfor pricing and revenue

• Commercial connectivity and online bookings

Management & People

• HR software

• Administrative and financial solutions

• Documentary tools

Hospitality integrations

• OTAs

• Channel Managers

• External CRS

• POS

• Payments

• BI

• CRM

• Locks / specialized third parties

In essence: a very difficult ecosystem to replicate.

The internal challenge: integrating the parent company and the acquired ones.

With such a broad portfolio, the next step was inevitable:

Professionalizing the internal corporate layer.

It was not enough to sell technology to the market.

We had to operate internally with excellence.

And this is where the integration of corporate tools from the parent company and new common platforms came in.

Added complexity: Cultural and linguistic barrier

The predominance of French as the working language with the Septeo parent company in France, and the existence of many legacy solutions exclusively in French was undoubtedly a major challenge for team coordination and the implementation of solutions and project progress:

Internal stack implemented / consolidated

Among the tools deployed or driven within the transformation process were:

Core ERP & Finance

• MySepteo ERP

• NetSuite

• Yooz

IT Operations & Support

• Matrix42(ESM / ITSM)

• MySepteo Ticketing

• RG Systems

• Keeper

Commercial & Growth

• Salesforce

• HubSpot

Productivity & Collaboration

• Microsoft 365

• Teams

• SharePoint

• DocuSign / YouSign

  
  

Data & Analytics

• Snowflake

• QlikView and Power BI

  
  

Other specialized ecosystems

• Visual Studio

• Kyriba

• SideTrade

• and multiple complementary solutions

My role: Real Integration Leadership

AsIntegration & Transformation Lead, I worked on multiple fronts simultaneously:

1. Tool unification

Reduce fragmentation, define common solutions, and coordinate adoption.

2. End-to-end process design

From sales to billing, support, collections, and reporting.

3. Cross-functional PMO

Roadmap, priorities, quick wins, executive follow-up, and intercompany coordination.

4. Data and structure

Collection, cleaning, standardization, and integration of information into new systems.

5. Employee Experience & Change Enablement

Because integrating companies is not just about connecting software.

It's about helping people navigate change.

Differential contribution: design and construction of the corporate Intranet

One of the additional strategic projects was the design and deployment of acorporate Intranet in SharePoint, aimed at accelerating the cultural and operational integration of the group.

It was not just about "creating an internal website."

A true onboarding and internal communication platform was built.

Key objectives

• Facilitate the onboarding of new employees

• Centralize documentation and resources

• Unify corporate messages

• Improve access to internal tools

• Reduce informal dependency on third parties

• Reinforcing group culture after acquisitions

My direct contribution

• Functional design and site architecture

• Navigation structure and user experience

• Creation of corporate content

• Process and support pages

• Onboarding resources

• Visual and organized internal communication

• Continuous evolution according to business needs

Real impact

When you integrate several companies, the intranet stops being a 'nice to have'.

It becomes:

• single source of truth

• adoption accelerator

• cultural tool

• support for growth

• foundation for employee engagement

One of the major milestones: professionalized internal support

The implementation and consolidation of platforms likeMatrix42 / corporate ticketingallowed us to evolve towards a more mature support model:

• traceable incidents

• clearer SLAs

• internal self-service

• service catalog

• better employee experience

• real operational control

Because a tech company also needs to operate like a tech company.

Achieved impact

Scalability

Foundation ready to continue integrating new acquisitions.

Internal efficiency

Fewer silos, less duplication, more coordination.

Better governance

Greater reporting and decision-making capacity.

Strengthened group culture.

From independent brands to a shared vision.

Faster employee onboarding.

New hires with better experience and autonomy.

More business value.

Broad portfolio backed by a robust structure.

The great strategic lesson.

Many companies buy software.

Others buy companies.

But the best buildintegrated ecosystems, both towards the customer and the employee.

When you combine:

• strong portfolio

• solid internal tools

• common processes

• reliable data

• modern onboarding

• cross-functional leadership

...growth stops being chaos and becomes a competitive advantage.

Guruti Insight

Transformation does not start with the customer.

It starts from within.

Companies that want to lead their market must first integrate their own complexity and make it easy to work within them.

That was the challenge at Septeo Iberia.

And that is exactly the kind of challenges we like to solve.

Does your company grow faster than its structure?

Maybe you don't need more tools.

You needexecutive orchestration, internal adoption, and integrated vision..

Guruti Solutions

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