SHUR Integration Playbook · DBM Global / DBM Global v0.4 Integration Playbook · Shur Creative Partners DBM CEO / IES CEO Read May 2026

DBM-V02-2026-05 // INTEGRATION PLAYBOOK

ShurIQ Intelligence Suite

Five views into how DBM Global integrates into IES Holdings — the combined platform, the integration risks, the brand power the merger lifts, and how the two companies capture market neither captures alone. Authored from inside DBM by the Chief Revenue Officer, for the CEO of DBM and the CEO of IES. The next twelve months decide whether DBM is the crown jewel or the bolt-on.

5

DBM BRANDS + 4 IES SEGMENTS

5

INTEGRATION RISKS

52.5

BRAND POWER INDEX

62

PROJECTED AFTER INTEGRATION

15

YEARS RANKED #1

Combined-Platform Network

A map of the combined entity — DBM’s operating brands (Schuff, Banker, GrayWolf, Vircon), IES’s four segments, and the roll-up companies that built the platform. The connecting lines show where the two halves already sell to the same data-center owners, and where the named-account map turns that overlap into captured revenue.

DBM BRANDS 5 IES SEGMENTS 4

LAUNCH VIEWPORT

Integration-Risk Radar

The five risks that decide whether the integration captures DBM’s value or leaks it — rendered as arcs, scaled by severity. Two ride at severity 9: the broken reporting structure and IES’s own integration-capability gap. Each arc carries the move that closes it.

RISKS 5 CRITICAL 2 FOCAL REPORTING × IES GAP SEV MAX 9

LAUNCH VIEWPORT

Structural Advantage

Five-dimension scorecard at equal 20% weight. Composite 52.5/100. The dashed crimson edge between Competitive Position Clarity and Public Voice Density is the broken edge: DBM is the category leader and never stated it. The unified integration lifts both at once — composite to a projected 62.

COMPOSITE 52.5 → 62 DIMENSIONS 5 LOWEST VOICE 47.5 BROKEN CLARITY×VOICE

LAUNCH VIEWPORT

What the Platform Doesn’t Yet Hold

The combined platform builds the structural envelope and sells the electrical fit-out — but the cross-portfolio sales process that captures both from one owner does not yet exist. The open space is the same capability IES has said it lacks: one consistent way to sell across the companies it owns.

HELD ENVELOPE + FIT-OUT OPEN UNIFIED SALES PROCESS RISK R5 IES GAP UNLOCK NAMED-ACCOUNT MAP

LAUNCH VIEWPORT

Composite Dashboard

All four upstream viewports compressed into a single bento. The Numbers Spine runs along the bottom — eight anchors that ground every claim. Composite 52.5 projected to 62, an integration-progress preview across the first 100 days, and the market-capture model that answers how IES grows through DBM.

VIEWPORTS 5 BRAND POWER 52.5 → 62 SPINE ANCHORS 8 BENTO TILES 6

LAUNCH VIEWPORT