One additive tree — Region → Brand → Office — scoped to your role, with live revenue, recurring ARR and the data-grain that says how far you can trust each number.
The footprint rolls up to 37 offices across 10 brands, but the roll-up isn't finished: ~$3063.7M of integration synergy is still unbanked across 4 mid-integration brands and $786.1M of cross-sell whitespace is in play. Point the org at banking the synergy and harvesting the attach.
4 of 4 headline metrics improving vs prior · still off target: Revenue $17.00B vs $17.50B, Annual Recurring Revenue $320M vs $350M, Recurring Revenue Mix 8.2% vs 10.0%
4 brands are mid-integration, led by Lawn & Garden at ~$951.8M of unbanked EBITDA — synergy that only lands when the cutover finishes.
37 offices across 10 brands rolled up additively
Accelerate ISC ERP/SOC cutover; rebalance project mix toward recurring.
USA GM 200bps below plan amid RFI/ISC integration drag.
$786.1M of Fire↔Security↔AV attach sits in the installed base; AgroPlus — multi-region DC security + Cropwise (Security + Monitoring, $270.7M) leads the queue.
5 external demand signals tracked
Prioritize solution design; align certified-tech coverage in new metros.
News signal converted to qualified, credit-cleared multi-region pursuit.
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the office grain. The twist that's pure Pavion: each office is tagged office-grain actual, AI-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank. Brands carry their business unit, integration state and GM straight from the M&A registry.
Set an access level, drill the tree, rank offices within a cohort, and see who owns each unit — each office links to the map, each brand to its Brand / M&A 360.
71% is office-grain actual; the rest is AI-allocated from area/region postings while integration completes — shown as an estimate, reconciled to the regional total.
| # | Office | Office-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Basel (HQ), VA · Syngenta (organic) | 100% | Actuals | |
| 2 | Washington, DC · Syngenta (organic) | 98% | Actuals | |
| 3 | Mechanicsville, VA · Syngenta (organic) | 97% | Actuals | |
| 4 | Baltimore, MD · Syngenta (organic) | 96% | Actuals | |
| 5 | Norfolk, VA · Syngenta (organic) | 95% | Actuals |
| Region · Brand · Office | Revenue | ARR | Gross ~34% | Devices | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (4)23% | $3.88B | $1.62B | $1.30B | 110k | 9637% | 1/5 ⚠ | — |
| (2)7% | $1.23B | $498M | $414M | 31k | 9451% | ✓ | Brand 360 → |
| (1)6% | $1.04B | $433M | $348M | 30k | 9800% | ✓ | Brand 360 → |
| (1)6% | $953M | $411M | $319M | 28k | 10000% | ✓ | Brand 360 → |
| (1)4% | $650M | $282M | $218M | 21k | 9200% | 1/1 ⚠ | Brand 360 → |
| (1)21% | $3.57B | $1.36B | $1.20B | 99k | 9802% | ✓ | — |
| (5)21% | $3.57B | $1.36B | $1.20B | 99k | 9802% | ✓ | Brand 360 → |
| (1)19% | $3.31B | $1.23B | $1.11B | 84k | 7833% | 4/8 ⚠ | — |
| (8)19% | $3.31B | $1.23B | $1.11B | 84k | 7833% | 4/8 ⚠ | Brand 360 → |
| (3)17% | $2.90B | $1.08B | $972M | 71k | 8088% | 4/8 ⚠ | — |
| (6)14% | $2.45B | $910M | $820M | 60k | 8352% | 2/6 ⚠ | Brand 360 → |
| (1)2% | $282M | $108M | $94M | 7k | 8000% | 1/1 ⚠ | Brand 360 → |
| (1)1% | $173M | $65M | $58M | 4k | 4500% | 1/1 ⚠ | Brand 360 → |
| (2)16% | $2.64B | $1.02B | $885M | 65k | 8472% | 2/5 ⚠ | — |
| (4)10% | $1.75B | $671M | $588M | 43k | 8610% | 1/4 ⚠ | Brand 360 → |
| (1)5% | $888M | $347M | $297M | 22k | 8200% | 1/1 ⚠ | Brand 360 → |
| (1)4% | $693M | $282M | $232M | 19k | 5975% | 2/6 ⚠ | — |
| (6)4% | $693M | $282M | $232M | 19k | 5975% | 2/6 ⚠ | Brand 360 → |
The roll-up isn't finished. Three queues that turn the org tree into a plan: brands still integrating, cross-sell whitespace, and the external signals pulling demand.