The Importance of Documenting Processes in Acquisitions

When I buy a business, one of the first things I look for is whether processes are documented. Over time, I’ve learned that documentation separates fragile businesses from scalable ones. If everything lives in the owner’s head or in a few employees’ memories, value disappears the moment they walk out the door.

Early in my career, I underestimated this. I thought as long as the numbers looked good, the business would keep running. But I quickly learned that undocumented processes create chaos, turnover, and inconsistency.

Now, I treat process documentation as one of the most valuable assets in a small business.

Why Documented Processes Matter

Documented processes matter because they:

• Reduce dependence on the owner or key employees
• Make training faster and easier
• Create consistency in customer experience
• Allow scalability by replicating success
• Increase transferable value for buyers like me

Without documentation, businesses stall when people leave. With documentation, businesses grow even as teams change.

My Early Mistakes

In one acquisition, I didn’t realize the seller was the only one who knew how to handle certain tasks. When they left, no one else could do them. Operations slowed, and customers complained.

In another case, I discovered processes were technically “documented,” but the manuals were outdated and employees didn’t follow them. The gap between theory and reality was costly.

Both mistakes taught me that documentation must be accurate, practical, and used daily.

How I Evaluate Documentation

During diligence, I ask:

• Are there written standard operating procedures (SOPs)?
• Are they current and actually followed?
• How are new employees trained formally or informally?
• What knowledge is trapped in one or two people’s heads?
• Are processes scalable or improvisational?

The answers tell me how resilient the business really is.

How I Build Documentation After Closing

When I buy a business with weak documentation, I:

• Start with the most critical processes first (sales, operations, customer service)
• Work with employees to capture step-by-step workflows
• Create SOPs that are simple, clear, and actionable
• Build systems for updating documentation regularly
• Train staff to rely on documented processes, not memory

Why Documentation Impacts Valuation

A company with strong documentation is worth more because it’s transferable. Buyers like me will pay higher multiples for businesses that don’t collapse when people leave.

Companies with no documentation command discounts because they carry a higher risk.

Final Thoughts

I’ve learned that documented processes are one of the most overlooked but critical assets in acquisitions. They protect knowledge, enable scale, and increase transferable value.

That’s why I evaluate documentation carefully during diligence and make it a top priority after closing. Because in the end, I don’t just want to buy a business, I want to buy a system that runs without me.

I continue sharing my acquisition frameworks and strategies at DrConnorRobertson.com, where I document how I build durable businesses deal by deal.