Two complementary brands—one based in the US, the other in the UK—had entered a partnership the previous year. The industry was watching closely to see how that relationship would present itself at the next major international trade expo.
The event represented more than a sales opportunity. It was a reputational moment: a chance to demonstrate whether the partnership was coherent, credible, and grounded in shared values—without erasing the distinct identity of either brand.
The teams involved did not work together day to day. They came from different cultural contexts, particularly around sales, decision-making, and communication style.
The challenge was to create an environment where both teams could perform at their best, collaborate effectively under pressure, and present a unified presence—while still allowing each brand’s strengths and personality to remain visible.
The focus was on creating alignment before the doors opened.
This approach revealed a more nuanced and accurate picture of the market than what was being presented by competing brands at the show.
As the expo unfolded, collaboration between the two teams became natural. They relied on one another’s complementary skills rather than hierarchy. Informal roles emerged based on strengths, availability, and urgency.
Communication was direct and responsive. Tasks were addressed quickly. Problems were solved collaboratively. The stand became a space of shared ownership rather than divided responsibility.
In high-pressure environments, taking time early on to establish clarity and psychological safety pays off.
Time invested before the show reduced the need for shortcuts during it. As a result, energy was sustained across the event and the shared plan was delivered with confidence.