When I acquire a business—or even a shared-housing property—in Denver, I know that the closing ceremony wasn’t the finish line. It’s the starting pistol for one of the most intense, high-leverage periods any buyer will face: the first 100 days. That initial stretch isn’t about vision casting or lofty projections; it’s about execution, credibility, cultural alignment, and disciplined rhythm. That’s where the real financial influence happens.
Connor Robertson
Let me walk you through the exact framework I use—and why it’s especially powerful in Denver’s dynamic, relationship-based environment.
Day 0 to Day 30: Learning the Terrain, Building Trust
Within 48 hours, I introduce myself to every team member—whether it’s employees, property managers, or tenants. In person. I ask about what’s working, what’s broken, what keeps them up at night—and where they see opportunity. In Denver, this candor builds credibility fast and shows that this acquisition isn’t anonymous—it’s personal.
I don’t rely solely on accounting statements. I follow the money physically—how it comes in, how it moves out, where it gets stuck. I trace the AR cycle, payments to vendors, and rent inflows or billing cycles. Capturing that logic from real-world patterns—not just spreadsheets—gives me clarity.
Within week one, I launch a regular rhythm:
This cadence makes everything transparent and reduces surprises.
Days 31–60: Securing Quick Wins, Clarifying Paths
Within the first month, I implement two simple, high-leverage fixes: maybe renegotiating a supplier deal or improving online quoting speed; maybe installing a move-in kit for shared-housing residents. These aren’t game-changers on their own, but they prove momentum—and build trust with the team. They also pay immediate returns.