"We don’t just take a smaller company and force all of our ways of working onto them. As much as we put our fingerprints on them, they need to put their fingerprints on us."
Joel Hron
CTO
Thomson Reuters

As M&A activity accelerates, acquisitions are increasingly being used to reshape how organizations think and operate. At Thomson Reuters, early-stage AI deals are a way to bring adaptability, judgment, and modern ways of working into the enterprise, with clear guardrails around governance, security, and risk. It's a means to achieve evolution at scale, without compromising the systems that keep the business standing.

Joel Hron, Chief Technology Officer at Thomson Reuters, has led AI and technology teams through periods of significant growth, including roles as the company’s Head of Artificial Intelligence and as CTO of ThoughtTrace. For Hron, the true value of an acquisition lies in how the acquired team influences the direction and operating model of the broader organization.

"We don’t just take a smaller company and force all of our ways of working onto them. As much as we put our fingerprints on them, they need to put their fingerprints on us," said Hron. That mindset carries through every stage of the deal, from how alignment is established up front to how much autonomy is preserved once the ink is dry.

  • Recipe for failure: The first step is achieving pre-deal alignment. "The single biggest recipe for failure is not being aligned on the core thesis from the start. Is this a bolt-on capability for a legacy product, or is it a centerpiece of our future growth? If you are not aligned, two months later the acquiring company is saying one thing and the acquired company is thinking another, and you will never get back on the same page," said Hron.

  • Trust the talent: The second, and equally important step, is what happens post-acquisition: trusting the acquired talent to use their judgment and adapt. "You bought this company, you acquired this talent, and one of the greatest skills they bring is their ability to use strong judgment and be adaptable," he explained. "You need to let them continue to do that and adapt to what the market is telling them and what the customers are responding to."