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This is the third of a three-case series. In January 2000, two British middle-tier high technology companies, Stream and Line, announce their merger agreement. On 6 May 2000, in a record period of four months one of the biggest high technology companies with a capitalised market value of more than US$84 billion is formally launched on the world stock markets. On 1 August, the company celebrates its launch with worldwide satellite links in the presence of the newly designated CEO, Roger Farrell. This series of three sequential cases recounts the story of the merger from the perspective of one of the business unit, the Sales Organisation, in the UK. Case (A) covers the period between January 2000 and August 2000. It introduces the key character of the three cases, Anne Wright, the newly appointed Sales Organisation President. After describing the business and cultures of the two merging companies, it proceeds by giving an account of the two most emotionally engaging events faced by the protagonist early in her position: her introduction to the acquired company, Stream, and the process of site selection and announcement. Case (B) covers the second half of 2000. It describes the painful experience of those remaining with the unsuccessful and closing site and the journey of those moving, temporarily, to the winning location. After reviewing the appointment process, it gives an account of how the company brings to life the new values of the merged company. Case (C) gives an account of the major activities during 2001 and 2002. It opens up by going over the residual frustrations as experienced by middle managers. It then proceeds by giving an overview of the systems and initiatives launched by the global and the UK company to equip the organisation to meet the challenges of the future. This is a comprehensive case series that can be used to discuss the relationship between strategy implementation, human capital, and emotions management in a period of radical traumatic change (mergers, downsizing, re-engineering, relocations, etc). The cases illustrate the importance of careful planning and implementation with due attention to people and emotions management.