This document summarizes a case study of transitioning and managing internal operational change when two clients, Client A and Client B, merged. It describes how Client A's processes, policies, procedures, budgets, work orders, staffing, and reporting structures were transitioned and rebuilt according to Client B's regional model through training sessions, staff evaluations, budget and work order realignment, and relationship building. The transition was successful, with client satisfaction achieved, financial and operational goals met or exceeded, and consistent positive feedback and established trust between the clients and project teams.