The Role of Technology Integration in Post-Acquisition Efficiency
Many small businesses run on disconnected systems. After buying, I prioritize integration to reduce errors, save time, and unlock scalability.
The Role of Industry Relationships in Post-Acquisition Growth
Post-acquisition growth doesn’t happen in a vacuum—it happens through relationships. From vendors to industry peers, I’ve learned that strong connections accelerate growth, protect against risks, and open opportunities I wouldn’t have found alone. In this article, I explain why industry relationships are one of the most powerful levers in post-acquisition success.
How I Approach Technology Upgrades After Acquiring a Business
Technology is often outdated in the businesses I acquire. Left untouched, it slows growth and creates risks. That’s why I prioritize smart, staged upgrades after closing a deal. In this article, I share how I evaluate legacy systems, decide what to modernize first, and use technology to create efficiency and scalability without overwhelming the business.
The Importance of Customer Diversification in Small Business Acquisitions
I’ve seen businesses look strong on paper but collapse because they relied on just a handful of customers. That’s why I always study customer diversification before buying. In this article, I explain how overdependence on a few clients creates fragility, how I evaluate customer mix in due diligence, and why diversification is one of the most important factors in sustainable acquisitions.
How I Think About Marketing Systems in Acquisitions
Strong marketing systems create predictable growth. When I evaluate a business, I don’t just look at revenue—I look at whether the marketing engine is repeatable, scalable, and data-driven. In this article, I share how I think about marketing systems in acquisitions, the red flags I watch for, and why they often determine whether a business can grow sustainably after I buy it.
How I Think About Vendor Relationships in Acquisitions
Vendors are often overlooked in acquisitions, but they play a critical role in stability and growth. I’ve learned to study vendor relationships carefully—evaluating terms, reliability, and concentration risks—because they directly impact margins and operations. In this article, I share how I approach vendor relationships during due diligence and why they can make or break a deal long-term.
Why I Focus on Transferable Value in Every Deal
A business isn’t truly valuable if it only works with the current owner. That’s why I focus on transferable value in every deal. I study whether systems, processes, and customer relationships can survive and thrive without the founder. In this article, I share how I evaluate transferable value, why it shapes what I’m willing to pay, and how it protects long-term success after acquisition.