The First 90 Days: How I Stabilize a New Acquisition

Every time I buy a business, I know the first 90 days are critical. Those three months determine whether employees trust me, whether customers feel continuity, and whether operations hold steady or spiral into chaos. I’ve learned that what I do or fail to do in those early weeks can shape the success of the entire investment.

When I first started acquiring businesses, I thought closing day was the finish line. I’d negotiated the deal, secured financing, and signed the papers. But I quickly discovered that closing is just the starting line. The hard work begins the moment I take ownership.

Over the years, I’ve built a repeatable process for stabilizing acquisitions in the first 90 days. In this article, I’ll break down that process step by step, share the mistakes I’ve made, and explain why these actions matter. My goal is to give you a framework you could apply in your own acquisitions.

Why the First 90 Days Matter

The first 90 days set the tone for everything that follows. Employees are watching closely to see if they can trust me. Customers are wondering if the service will change. Vendors are deciding whether to continue extending terms. Lenders are expecting me to hit projections.

If I fumble communication, make rash decisions, or ignore cultural dynamics, I risk destabilizing the company. On the other hand, if I communicate clearly, listen carefully, and focus on continuity, I build trust and momentum.

That’s why I treat the first 90 days as a structured playbook.

Step 1: Communicate Clearly on Day One

On day one, I hold an all-hands meeting with employees. I introduce myself, explain why I bought the company, and reassure everyone that their jobs are safe. I emphasize stability, respect for the company’s legacy, and my belief in the team.

I avoid talking about sweeping changes. Employees need to hear continuity first. My only promises are honesty, respect, and listening.

For customers, I send a communication, often a letter or email, introducing myself and affirming that service levels won’t drop. I highlight that the same team they trust is still in place.

Vendors also hear from me in the first week. I thank them for their partnership and assure them I intend to honor all commitments.

The goal of these communications is simple: reduce uncertainty.

Step 2: Listen Before Acting

One of the biggest mistakes I made in an early acquisition was implementing changes immediately. I thought I was being decisive, but employees felt blindsided. Morale suffered.

Now, I spend the first 30–45 days listening. I meet one-on-one with managers, frontline staff, and even long-time customers. I ask questions like:

• What’s working well here?
• What frustrates you?
• What would you change if you could?

These conversations give me insight that no financial statement can provide. They also build trust—employees feel heard rather than imposed upon.

Step 3: Stabilize Cash Flow

Early on, I make sure the company’s cash flow is stable. That means:

• Reviewing accounts receivable to ensure customers are paying on time.
• Checking payables to confirm vendor terms are being met.
• Confirming payroll systems run smoothly.

If I see gaps like slow collections, I address them immediately. Nothing erodes trust faster than missed payroll or delayed vendor payments.

Step 4: Protect Key Relationships

I identify the relationships that are most vital, often key employees, top customers, and critical vendors.

For employees, I consider stay bonuses or retention agreements if turnover risk is high. For customers, I sometimes visit in person to reaffirm the relationship. For vendors, I negotiate continuity of terms.

Protecting these relationships reduces the risk of disruption during transition.

Step 5: Build a 90-Day Operating Rhythm

After the first month of listening and stabilizing, I started building rhythm into the business. That includes:

• Weekly leadership meetings with managers.
• Bi-weekly check-ins with finance to monitor cash flow.
• Monthly reporting to track key metrics.

I don’t overcomplicate the systems, but I create consistency. Over time, these rhythms become habits that drive accountability.

Step 6: Prioritize Quick Wins

While I avoid major overhauls in the first 90 days, I do look for small improvements that show progress. Examples include:

• Fixing a recurring customer complaint.
• Streamlining a clunky process.
• Recognizing employees publicly for their contributions.

These quick wins build confidence that positive change is coming without overwhelming the organization.

Step 7: Map Long-Term Strategy After 90 Days

By the end of the first 90 days, I’ve listened, stabilized, and built trust. At that point, I begin mapping a long-term strategy. Only then do I introduce larger changes, whether in marketing, operations, or systems.

By waiting until trust is established, employees are far more receptive.

Mistakes I’ve Made

I’ve made plenty of mistakes in these early transitions. I’ve:

• Announced new initiatives too quickly.
• Neglected vendor communication.
• Underestimated cultural traditions.
• Allowed cash flow surprises to distract me.

Each mistake reinforced the importance of slowing down, communicating clearly, and respecting the human side of acquisitions.

Why This Playbook Works

This 90-day approach works because it balances two needs: stability and momentum. Employees, customers, and vendors need to feel continuity, but they also need to see that the business is moving forward under new leadership.

By listening first, protecting relationships, and delivering quick wins, I create the foundation for bigger growth moves later.

Final Thoughts

The first 90 days after an acquisition are not about grand strategy; they’re about trust, stability, and clarity. If I get those right, everything else becomes possible. If I get them wrong, no amount of strategy will save the deal.

That’s why I’ve built a repeatable playbook: communicate clearly, listen carefully, stabilize cash flow, protect relationships, establish operating rhythms, and deliver small but meaningful wins.

When I follow this process, I create smoother transitions and stronger businesses.

I continue sharing my frameworks, lessons, and acquisition strategies at DrConnorRobertson.com, where I document the realities of buying and building companies.