Transforming without losing our identity

What the merger between Tink and Click & Mortar teaches us about belonging

An organization is much more than structures, processes, or tools; it’s also people who share a vision, reference points, and a way of recognizing themselves in a collective project. Thus, a business merger doesn’t just transform operations: it puts the very idea of a shared “we” to the test. 

The strategic alliance between Tink and Click & Mortar involves much more than aligning offerings or expertise. It requires bringing together two cultures, two rhythms, and two histories, without one taking precedence over the other. The real challenge isn’t organizational; it’s one of identity.

From the very first days of the merger, a Change Implementation Committee has been working to maintain connection, meaning, and cohesion within our teams as the organization evolves. We asked four members of this committee to share their insights on what this transformation is teaching us about belonging and how to build together without losing our identity.

Four roles, one mission: sustaining the strength of the collective

Lhange implementation at Tink is supported by two complementary groups: an Integration Committee, responsible for day-to-day operations, and a Steering Committee, which reports to the Board of Directors and approves strategic direction. Their shared ambition is clear: to build a stronger, more resilient organization, positioned as a true one-stop shop for digital services.

Discover, through four perspectives, how these committees are implementing change while keeping people at the heart of the process.

Stephan Morneau, Operational Excellence Director — Maintaining a shared framework without rigidity

When an organization is transforming, uncertainty can set in quickly if no one is at the helm. That’s exactly Stephan’s role on the Integration Committee: ensuring timelines are met, prioritizing workstreams, removing roadblocks, and making sure information flows smoothly across levels of governance.

Beyond the operational side of his responsibilities, Stephan also emphasizes the importance of preserving what makes each organization unique: "What can really undermine a sense of belonging is the fear of being absorbed rather than integrated. Tink and Click each have their own culture, values, and identity. The goal isn’t to erase those differences, but to bring them together in a harmonious and complementary way. That means maintaining the tools and habits that already exist in the different teams so we don’t disrupt day-to-day work unnecessarily. It’s a real balancing act!"

To strike that balance, Stephan focuses on listening, transparency, and cross-department collaboration, paying particular attention to the voices we hear less often: "The quietest people can also be the loudest in another context, in the sense that they may seem to agree in the moment, but raise objections afterward. It’s an important dynamic to watch for in the process."

Anastasia Skaya, Integration and Growth Director — Aligning practices and cultures

A merger is successful when both organizations can see themselves in what they are building together. This is Anastasia's daily mission as she works to harmonize the operational, human, and cultural practices of the consolidated organization.

In a role that is as strategic as it is human, she represents both the company’s vision and employees’ perspectives, ensuring that a sense of belonging is preserved and that each change can evolve in step with the organization’s growth ambitions. Such a process requires a great deal of patience: "Implementing change involves many intangible elements that need time to be experienced and evaluated. Coming up with ideas and deciding what we want to do can happen quickly, but allowing teams to truly take ownership of the strategies we put in place always takes longer."

Along with patience, Anastasia underscores the importance of respecting each person’s pace: "Change isn’t experienced uniformly. Some embrace it quickly, while others need more time to process it. We’re not all in the same place at the same time. We need to show empathy, practise active listening, and create real spaces to understand each other. These conversations allow us to adjust our course as we go along, because the success of a transformation depends as much on clarity of direction as it does on the humility to adjust it."

It’s also this posture of humility that led the organization to call on Noémie Poli, a change management consultant at Altero, to structure the approach and enrich the reflection at every stage of the process.

Vincent Caron, Talent Acquisition Director — Preserving the human connection

To support co-building, each workstream within the committee is led by a duo made up of one person from Tink and one from Click & Mortar. In this way, Vincent works closely with Anastasia to ensure alignment between the values and cultures of both organizations.

While he is primarily responsible for recruitment, Vincent’s role within the committee goes far beyond that scope, also touching on human resources, culture, agency life, team engagement, and mobilization: "In the end, all the workstreams we’re working on are interconnected, and several people from different backgrounds are involved in decisions. It’s important to reach consensus so we can make sure we’re all moving in the same direction. We also need to take the time to clarify who decides what, when, and at what level, to avoid grey areas. That clarification may seem technical, but it’s essential."

True to his role as a guardian of the human connection, he also stresses the importance of feedback and communication, because when information doesn’t circulate, rumours take over: "We need to be transparent, maintain ongoing communication, and put regular feedback loops in place to strengthen a sense of belonging and ensure no one is left in the dark."

Antoine Desjardins, Chief Operating Officer — Embodying a shared vision

Serving on both the Integration Committee and the Steering Committee, Antoine bridges the gap between strategy and execution by ensuring a clear, shared vision across the teams leading different workstreams. Through this role, he has become aware of a common discrepancy in any organization: "What seems trivial or obvious to one person won’t necessarily be the same for someone else with a different perspective. It often takes more time and conversation to truly understand each other, even on things that appear similar, or almost identical."

This realization greatly influences his approach: "Since our primary raw material is human capital, every change must be assessed at the individual level. A new technology tool, for example, might go unnoticed for someone in content production, but completely transform the day-to-day work of someone in cybermetrics. We must take the time to probe, question, validate, anticipate impacts, and consider all possible scenarios. It’s really important to us that each person feels respected, heard, and supported throughout the process."

To ensure continuous adjustment, surveys are also sent to members of the organization at each key milestone. They help capture real concerns, open dialogue, and defuse tensions before they escalate.

Successfully implementing change: a matter of time and balance

If one thing is clear from our committee's testimonials, it’s that the success of a merger isn’t measured only by speed of execution or process alignment. It’s determined, above all, by teams’ ability to keep recognizing themselves in the collective project.

Bringing two cultures together, respecting people’s pace, ensuring steady communication, and giving teams time to take ownership: this often invisible work requires listening, humility, and constant attention. But this is precisely what makes the difference between an integration that people endure and a transformation they genuinely want to invest in.

Transforming without losing our identity isn’t about slowing change down. It’s about giving it lasting foundations. And at Tink, change is built together. Because beyond structures, it's the bonds that hold an organization together.