How to Manage Efficiently Through a Merger or Acquisition with Loïc Houssier SimpleLeadership Podcast

Effectively leading a team through an acquisition or merger can be shaky ground to navigate. You aren’t just dealing with merging teams, tech stack, and processes—but also a culture. Your team needs leadership that is open, honest, and transparent about the process. If your company is going through a merger or acquisition and you want to arm yourself with some tools to manage your team efficiently through the process, learn from the expertise of today’s guest, Loïc Houssier. In this episode of Simple Leadership, Loïc and I discuss what he’s learned about leadership, what his mistakes have taught him, and how he managed his team through multiple mergers.
With a background in Mathematics and Cryptography, Loic launched his career as a security researcher in France. As his career evolved, he took on management roles in Software Engineering—focusing on Critical Infrastructure of European Administrations—for Orange, Thales, and Naval Group. He joined a startup, OpenTrust, to help with its growth and organize the teams and eventually became the CTO. Loïc joined DocuSign via the acquisition of OpenTrust 4 years ago and is now the VP of Engineering and based in San Francisco. His role is leading the Docusign effort on Mobile, eCommerce and Billing systems.
Outline of This Episode [2:42] Loïc’s background in the industry [8:24] Using non-technical skills to influence [12:22] Assign the right task to the right people [16:13] Focus on priorities and don’t micro-manage [20:30] Leading your team through a merger [26:35] Dealing with after-merge changes [30:55] Efficiently scaling engineering teams [35:35] Introducing measurement and metrics [40:33] Books Loïc recommends Operating in different industries help you become a better leader With Loïc’s background as a research engineer in the field of security, he was used to being the voice of expertise in a room. As he moved through different organizations and moved into managerial roles, he worked in areas where he was not the technical expert. It was an eye-opening experience for him. Loïc had to learn to put his ego aside and find other ways to get his teams to listen to him.
PerLoïc, “You don’t have to be the best technical person in the room to make a decision”. 
Armed with the knowledge that he wasn’t always going to be the expert, he sought to find ways to learn to listen to his team. Even without the technical knowledge, he could help solve their problems and make decisions. Loïc encourages you to try something completely different than your area of expertise for the humbling experience—and learning lessons—you’ll get. The higher up you move the more you have to rely on your non-technical skills to influence, communicate and get things done. 
Mistakes can be a catalyst for growth When you take on a management role you quickly learn that everyone is gifted differently. Some people, like Loïc, are more outspoken and on-task go-getters. Other people can be quiet and painstakingly detail-oriented. Loïc experienced this firsthand with a team he was assigned to for a government project. He assigned a team-member a task that he expected to take a couple of days. But it took almost 4 weeks for him to submit the requested document—after being asked for it multiple times.
Loïc went to his superior, fuming, stating there’s no way he could continue to work with someone who wasted his time. After explaining the situation to his boss, his manager flat-out told him that the mistake was his. He had assigned the wrong task to the wrong person. Loïc learned that as a manager, his role was “Not to change people, but to understand how people are efficient in their own way and give them the work where they will be successful.'' 
The team member that he struggled to understand? Loïc placed him in a role that was a much better fit—managing configuration management. He excelled in the role and did amazingly well. Loïc learned you can’t be