Working Through Change: A Conversation with Guro, Mercell’s CHRO
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We work hard to create clarity about where we’re going and why. For those who like to build, solve challenges, and make a strong impact, this is a really rewarding place to be
Guro Becker
In the last few years, Mercell has expanded across Europe, bringing together several companies, teams, and products into one shared organization. Now, we’re focused on building one place where buyers can plan, publish, manage, and evaluate tenders, and where suppliers can find, understand, and bid for opportunities more easily and efficiently.
This transformation affects every part of how we work. It changes how people work together, how decisions are made, and how the company continues to grow. Bringing different teams, products, and cultures together takes time and patience. It’s an ongoing process of learning, adjusting, and finding new ways to collaborate that make sense for where we are right now and where we’re heading next.
Few people see this transformation as closely as Guro Becker, Mercell’s Chief Human Resources Officer. She’s been part of the journey from the start, helping to shape change looks like, what it asks of us, and what it’s teaching the company along the way.
Halfway up the mountain: Where we are today
Ask Guro where Mercell is today, and she describes a company halfway through its climb; no longer a collection of separate businesses, but not yet a fully unified company either. The goal is to become one modern SaaS business that can scale and grow into new markets.
“We often talk about being “fit for the future,” she says. “That means continuing to improve our tools, processes and the way we work together. We’ve come a long way, and some of the toughest parts are behind us, but there’s still more to build.”
This phase is about learning as we move forward. Instead of following one fixed plan, we’re shaping the company step by step, testing what works best along the way. It’s an environment that rewards initiative, creativity, and courage. It’s a place where ideas can directly influence how we move forward.
For some, that kind of environment comes naturally and is exciting: full of possibilities and room to make an impact. For others, it takes adjustment. “Change affects people differently,” she says, “but it’s also what keeps us moving forward and creates space for everyone to make an impact”
Working through change
At Mercell, change is a way of working rather than a project with a start and finish. “We believe in continuous development,” Guro says. “That means adjusting to new needs and improving as we learn and as the company grows.”
Some thrive in this environment, as they see it as a chance to learn, test ideas, and explore new ways of doing things. They’re drawn to the creativity and the energy it brings. Others prefer stability, and that’s understandable too. What matters is that people feel supported and understand the bigger picture.
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"We work hard to create clarity about where we’re going and why. For those who like to build, solve challenges, and make a strong impact, this is a really rewarding place to be.”
Guro Becker
For Guro, leading through change starts with honesty. “Transparency builds trust, and people deserve to understand what’s happening and why, and when it will happen.”
Being transparent isn’t always comfortable, but it’s what builds confidence and trust across the company. “When people understand the direction and reasoning, they feel included,” she explains. “Our role as leaders is to make sure everyone sees the bigger picture and how their work contributes to our common goals at Mercell. That’s what keeps us moving together.”
Culture in motion and how we define our identity
When it comes to culture, Guro doesn’t believe in a one company, one culture type of approach. “Culture is both local and collective,” she explains. “It’s what happens every day when people come together and is shaped by the people in each office, but it’s the shared mindset that connects us as one company”.
With teams spread across several countries, Mercell’s culture naturally looks and feels a little different from place to place. Local environments matter, and people bring their own ways of working, communicating and collaborating. What ties it all together are the values and behaviours that set the tone for how people meet, speak, and work with one another: transparency, honesty and respect.
“We don’t need every office to feel exactly the same,” Guro says. “What matters is that we share the same overarching principles and treat each other with openness and trust.”
This diversity across cultures, experiences and perspectives has become one of Mercell’s strengths. It shapes how we solve problems, challenge ideas, and learn from each other. “Diversity isn’t only about gender,” she adds. “It’s about backgrounds, education, and ways of thinking too. The mix of all this is what drives creativity and progress here.”
Looking ahead: Growth, learning and the people behind
As Mercell continues its journey, the focus is shifting from integration to growth. We have spent the past years consolidating systems, products and teams, and the foundation is set. “We’ve spent a lot of time looking inward, connecting what we already have and building the foundation,” Guro says. “Now we’re ready to take that and create even more value for our customers.”
The next step for us is about scalability and value, making sure the platform is not only unified but also secure, compliant and ready to grow. “Our goal is one platform where buyers and suppliers can handle the full process easily and transparently,” she explains. “When everything happens in one place, buyers can make faster, more informed decisions, and suppliers get clearer access to the opportunities that matter to them. That’s where we create real impact.”
This stage also brings new opportunities for employees to learn, collaborate and grow.
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"There’s constant development available here: new challenges, new projects, and new ways of working. Our people show real motivation to take on responsibility and help shape what Mercell is becoming. For those who enjoy building and learning, it’s a really exciting place to be.”
Guro Becker
Behind every stage of Mercell’s transformation are the people making it happen. The people who build, test, and improve the company day by day. Guro describes this as one of our greatest strengths: the ability of our people to adapt, take ownership, and move things forward even when the path isn’t perfectly defined.
Final reflections and lessons learned
Looking back on the past few years, Guro says one of her biggest lessons has been about perspective. “When you’re deep in the work, it’s easy to focus on the process and getting things done. But change affects people differently. Communication and empathy are just as important as execution,” she explains.
She remembers the early months after Mercell was acquired by Thoma Bravo. At the time it felt like a huge step forward for the business, but it also brought new questions for the employees. “We were so focused on the opportunity that we forgot that even positive change can feel uncertain,” she reflects. “We realised that progress doesn’t just happen through plans and structure. It actually happens when people understand what’s changing, why it matters, and feel supported as they adapt.” That realisation shaped how she leads today: with an even stronger focus on communication and understanding.
Today, she is proud of how far Mercell has come and of the people who have made it happen. “We’ve achieved a lot in a short time, and we’re still learning and improving every day. The people here take responsibility, show courage, and make things happen.” As the platform continues to evolve, Mercell aims to keep strengthening its customer focus and expanding into new markets while keeping collaboration and curiosity at the core of how we work.
When asked what she hopes people will say about working at Mercell in a few years, she replies:
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"That they helped shape the company’s success. I hope we never stop exploring, never stop learning and challenging ourselves, and never stop asking what’s next.”
Guro Becker