Lesson
B2ENThe Merger: SparkAI Meets HumanFirst — Business Meeting Simulation
Navigate a high-stakes corporate merger between an AI startup and a people-focused consulting firm. Learn meeting vocabulary, practise negotiation language, and survive unexpected twists in a live boardroom simulation. A practical B2 English lesson on business meeting skills, merger vocabulary, and corporate negotiation. Ideal for adult learners, English tutors, and language schools.
Company Dossiers — Know Before You Meet: Content Block
Content Block
SparkAI was founded in 2021 in San Francisco by Lena Choi, a 31-year-old former Google engineer. The company has 85 employees, mostly developers and data scientists, and made $12 million in revenue last year with 40% annual growth. The culture is fast, informal, and Slack-first — no meetings over 15 minutes, hoodies and energy drinks everywhere. Their motto: "Move fast, break things." SparkAI has cutting-edge AI tools for business automation and three major patents. However, they have no sales team, rely entirely on inbound marketing, and have never worked with clients face-to-face. They want this merger because they need HumanFirst's client relationships and sales network to scale. HumanFirst Consulting was founded in 2003 in London by Richard Blackwell, a 58-year-old former McKinsey partner. The company has 210 employees — consultants, project managers, and account directors — and made $35 million in revenue last year, though growth has been flat for three years. The culture is formal and relationship-driven — long lunches with clients, suits and handshakes. Their motto: "People buy from people." HumanFirst has 120 loyal corporate clients and 20 years of deep trust and reputation. However, they have zero AI capability and are losing clients to competitors who offer tech solutions. They want this merger because they need SparkAI's technology to stay relevant.
Discussion questions
- Which company is in a stronger position going into this merger? Why?
- What do you think will be the biggest source of conflict between these two cultures?
- If you had to work at one of these companies, which would you choose?
Merger and Meeting Language: Swipe Battle
Swipe Battle
Acquisition
When one company buys and takes control of another company
Stakeholder
A person or group with an interest in the decisions a company makes
Synergy
The idea that two companies working together can achieve more than separately
Restructuring
A celebration held when two companies successfully merge
Due diligence
Careful investigation of a company before making a business deal
Layoffs
Reducing the number of employees, usually to cut costs
Market share
The percentage of total sales in an industry that one company controls
Integration
The process of combining two companies into one unified organisation
Leverage
Using something you have to gain an advantage in negotiations
Non-compete clause
An agreement encouraging employees to immediately join a competitor after leaving
Shareholder
A person who owns part of a company through stocks
Revenue stream
A way a company earns its income or money
Brand equity
The value of a company based solely on the price of its office furniture
Negotiate
To discuss terms and try to reach an agreement between two or more sides
Pipeline
The planned future projects, sales, or deals a company is working towards
Veto
The power to reject a decision or proposal
Downsizing
Hiring more people to expand a company's workforce
Retention
Keeping employees or clients rather than losing them to competitors
Build the Meeting Phrase: Word Bank
Word Bank
I ___ like to propose that we keep both brand names for now. Let's ___ to the next point on the agenda. ___ due respect, I disagree with that approach. Could we ___ compromise that works for both sides? I think we should ___ this discussion for now and come back to it later. Can I just ___ here and add something? The ___ is that we need to cut costs by 20%. I'd like to ___ on what you just said about the integration plan. Before we ___, let's summarise the key decisions. Going ___, I suggest we set up a joint team.
find aforwardwrap upwouldcome inWith allbottom linebuildtablemove on
The Merger Meeting: Mission Briefing
Mission Briefing
Scenario
SparkAI and HumanFirst Consulting have agreed to merge. This is the first joint board meeting. Both sides must reach an agreement on five critical issues: 1) Who will be the CEO of the merged company? 2) Which brand name do we keep — or do we create a new one? 3) Where will the headquarters be — San Francisco, London, or both? 4) How do we combine two completely different company cultures? 5) Will there be layoffs, and if so, from which side? You have 15 minutes to negotiate.
Lena Choi — SparkAI CEO
You founded SparkAI five years ago. You have the technology, the patents, and 40% annual growth. You want the HQ in San Francisco and a new brand name. You think some of HumanFirst's senior consultants are overpaid.
Must use: Your real priority is keeping the CEO title. You will compromise on brand, location, and culture if you remain in charge. Do not reveal this — act like every issue matters equally.
Richard Blackwell — HumanFirst CEO
You built HumanFirst over 20 years. You have 120 loyal clients and a trusted reputation. You want the HQ in London and to keep the HumanFirst name. You think SparkAI's engineers have no idea how to work with real clients.
Must use: Your real priority is protecting your people from layoffs. You will accept losing the CEO title if Lena guarantees zero layoffs for HumanFirst staff for two years. Do not reveal this until the negotiation is going badly.
Diana Osei — HumanFirst Client Director
You personally manage the 20 biggest clients. They trust you, not the company. You have been loyal to Richard for 12 years but you are not sure the merger is good for your career.
Must use: You know that if you leave, at least 8 major clients will follow you — worth $14 million in annual revenue. Use this as leverage only if your role is threatened. You are secretly open to working under Lena if she offers you a better title and a seat on the new board.
Kai Zhang — SparkAI Head of Product
You built the AI platform from scratch. You believe the technology should be the core of the new company, not a support tool for consultants. You respect Lena but you are loyal to the product, not to her personally.
Must use: If the AI platform is reduced to "just a feature," you will leave and take three senior engineers with you. You are secretly in contact with a competitor who has offered you a CTO position. Do not reveal this, but use it to stay firm.
The Bombshell: Drama Event
Drama Event
Scenario
The merger meeting between SparkAI and HumanFirst is in progress. But the outside world has plans of its own...
- 🧠
Revelation
A business journalist from the Financial Times calls Richard Blackwell during the meeting. She says she knows about the merger and is publishing the story tonight. If the board has not agreed on a CEO by then, the headline will be "Leadership Chaos at SparkAI-HumanFirst Merger." You now have 10 minutes.
- 🧨
Crisis
Three of HumanFirst's biggest clients have just emailed saying they are "concerned about the merger" and want a personal call with the Client Director by end of day, or they will start talking to competitors.
- 🔄
Twist
An anonymous employee survey has leaked online. 74% of SparkAI employees say they will quit if the company becomes "too corporate." 68% of HumanFirst employees say they will quit if there are layoffs. Both CEOs see the numbers at the same time.
- ⏱
Pressure
A major competitor has just announced they are launching an AI-powered consulting service next month. If SparkAI and HumanFirst do not integrate quickly, they will lose their first-mover advantage. The clock is ticking.
- 🚧
Constraint
The company lawyers inform both CEOs that any merger agreement requires unanimous approval from all board members present. One "no" vote blocks everything.
- 🧭
Opportunity
A venture capital firm contacts Lena Choi offering $50 million in fresh investment — but only if the merged company is headquartered in San Francisco with Lena as sole CEO. Do you tell the board?
- 🎲
settings
- 🎲
settings
- 🎲
settings
- 🎲
settings
- 🎲
settings
The Meeting Minutes Were a Disaster: Correct the Mistake
Correct the Mistake
The CEO suggested that we will postpone the decision until next week.
The CEO suggested that we postpone the decision until next week.
Both sides has agreed to keep the London office open for at least one year.
Both sides have agreed to keep the London office open for at least one year.
She said she would like to building on the previous point about culture.
She said she would like to build on the previous point about culture.
The board needs to making a final decision before the press conference.
The board needs to make a final decision before the press conference.
He proposed that each team keep their own manager for a transition period.
He proposed that each team keeps their own manager for a transition period.
We should to discuss the branding question before moving forward.
We should discuss the branding question before moving forward.
The client director warned that she may leaving if the terms are not fair.
The client director warned that she may leave if the terms are not fair.
All stakeholders were been informed about the restructuring plan yesterday.
All stakeholders were informed about the restructuring plan yesterday.
Explain It Without Saying It: Taboo
Taboo
Merger
- company
- combine
- join
- together
- two
Layoffs
- fire
- job
- employees
- cut
- reduce
Negotiate
- agree
- deal
- discuss
- compromise
- offer
Deadline
- time
- late
- finish
- due
- hurry
Stakeholder
- interest
- share
- owner
- invest
- board
Headquarters
- office
- building
- main
- central
- location
Revenue
- money
- income
- sales
- profit
- earn
Competitor
- rival
- against
- market
- enemy
- fight
Brand
- name
- logo
- product
- image
- company
Integration
- combine
- merge
- unite
- bring
- together
The Hard Questions: Speed Debate
Speed Debate
- When two companies merge, someone always loses — true equality is impossible.
- AI companies will eventually replace all consulting firms.
- It is better to be acquired by a bigger company than to struggle alone.
- Company culture cannot be designed — it either happens naturally or it does not.
- Layoffs are sometimes necessary and leaders should not feel guilty about them.
- A 31-year-old CEO can lead just as effectively as a 58-year-old CEO.
- Remote-first companies have a permanent advantage over office-based ones.
- The employees who threaten to leave during a merger are usually the ones the company needs most.