Why I Study Cultural Fit Before Buying a Business
Numbers can close a deal, but culture determines whether it thrives. I’ve learned to study cultural fit before every acquisition because mismatched values and leadership styles often lead to failure. In this article, I explain how I evaluate culture, what signals I watch for, and why it has become one of my top priorities before buying a business.
The Importance of Due Diligence on Employee Roles in Small Business Acquisitions
Employees are the backbone of any small business, but too often buyers overlook their roles during acquisitions. I’ve learned that understanding responsibilities, dependencies, and key-person risks can make or break a deal. In this article, I share why I conduct deep due diligence on employee roles, what I look for, and how it shapes my integration strategy.
The Role of Employee Retention in Acquisition Success
Retaining employees after an acquisition is one of the most important factors in long-term success. I’ve seen great businesses fail simply because key people left during transitions. In this article, I share why employee retention matters so much, how I evaluate retention risks during due diligence, and the steps I take to keep teams engaged after closing a deal.
How I Approach Negotiating Seller Transition Periods
Transition periods are some of the most delicate parts of acquisitions. Sellers often underestimate the importance of staying involved long enough to transfer relationships, knowledge, and credibility. In this article, I share how I negotiate seller transition terms, balance timelines with incentives, and ensure that the business doesn’t lose momentum during the critical handover phase.
How I Decide Whether to Keep or Replace Existing Management After a Purchase
One of the toughest calls after buying a business is deciding whether to keep or replace existing management. I’ve learned to evaluate not just skills, but also alignment with culture, systems, and long-term goals. In this article, I share my framework for making this decision, how I assess leadership fit, and why getting it right is critical to post-acquisition success.
The First 90 Days: How I Stabilize a New Acquisition
The first 90 days after buying a business are the most critical. I focus on stabilizing cash flow, earning employee trust, and strengthening operations before chasing growth. In this article, I share the exact steps I take in the first three months, why these actions set the tone for long-term success, and how they protect the business during a fragile transition period.
Why I Believe Culture Is More Important Than Strategy in Acquisitions
I’ve seen great strategies fail because the culture wasn’t aligned. In acquisitions, culture drives whether employees stay, systems work, and customers trust the transition. Strategy sets direction, but culture determines execution. In this article, I share why I prioritize cultural fit over strategy in every deal and how it shapes the long-term success of my acquisitions.
The Importance of Employee Retention After a Business Sale
When a business changes hands, the biggest risk isn’t customers leaving—it’s employees walking out the door. Retaining key staff after a sale is essential for continuity, customer relationships, and cultural stability. In this article, I share why employee retention matters so much post-sale, how I evaluate retention risks during due diligence, and the strategies I use to keep teams engaged after an acquisition.
Why I Believe Culture Eats Strategy in Business Acquisitions
I’ve seen flawless strategies fall apart because the culture wasn’t aligned. In acquisitions, culture drives execution, employee engagement, and whether a business thrives after a deal closes. Strategy sets the plan, but culture fuels the people who must carry it out. In this article, I share why I believe culture consistently eats strategy in business acquisitions and why I always make it a top priority in due diligence.
How I Manage Transition Periods After Acquiring a Company
The transition period after an acquisition is one of the most fragile stages of ownership. I’ve seen companies lose momentum when sellers exit too fast or knowledge isn’t properly transferred. In this article, I share how I manage transition periods, from building trust with employees to structuring seller involvement, and why handling this stage well is critical for long-term stability and growth.
Why Culture and People Often Decide if a Deal Works Long Term
Financials can look perfect, but it’s the culture and people that determine if a deal thrives long term. I’ve seen acquisitions succeed when employees feel valued and culture aligns—and fail when those elements are ignored. In this article, I share why I focus on culture and people during due diligence, how I evaluate them, and why they often decide whether a deal truly works in the long run.