Buying a business is often celebrated as a major victory — the paperwork signed, the ownership transferred, and the excitement of what’s to come. But ask anyone who has actually gone through the process, and they’ll tell you that the acquisition itself is only the beginning. The real work starts the moment you take over, and the first 90 days after closing are the most important in shaping whether your new business thrives or struggles.
I’ve seen far too many deals lose steam because the buyer didn’t take the right actions immediately after the handoff. In my experience, the transition window is where momentum is either created or destroyed. It’s not just about inheriting a business; it’s about building trust, stabilizing operations, and setting the foundation for long-term growth.
This is the framework I follow in every acquisition.
Think of an acquisition like inheriting a ship at sea. You may own it now, but the crew, passengers, and navigation systems are all in motion before you step on board. If you don’t take command quickly and establish trust, uncertainty spreads. Employees question whether their jobs are safe, customers wonder if service will change, and vendors assess whether the relationship is still solid.
Dr Connor Robertson emphasizes that momentum is fragile in this window. “The first 90 days aren’t about making dramatic overhauls,” I often say. “They’re about building stability so that the business can continue moving forward without disruption.”
During this period, your job is to create confidence — both inside and outside the organization — while making the operational improvements that set the tone for everything that follows.
The first task is stabilization. Employees, customers, and partners all want reassurance that the business they knew yesterday will still operate effectively tomorrow.
Reassuring the Team
Employees often feel the most vulnerable after an acquisition. Rumors of layoffs, restructuring, or culture shifts spread quickly. Within the first week, I make it a priority to meet with the team, introduce myself, and clearly communicate that continuity is the goal. Even if changes will come later, stability now is critical.
I’ve learned that people don’t resist change as much as they resist uncertainty. By being transparent and present from day one, you set the tone for collaboration rather than fear.
Customer Confidence
Customers want to know that their relationship with the business won’t be disrupted. The first communication to clients should come quickly, and it should highlight your commitment to service and continuity. A personal call to major accounts goes a long way in demonstrating that the new ownership values them.
Vendor Relationships
Vendors and suppliers are another group that needs attention early. A quick check-in to confirm contracts, terms, and expectations avoids disruptions in supply chains or payment systems. I treat vendors as strategic partners — they can either help or hinder your transition depending on how they’re engaged.
Once the immediate trust-building is done, the next step is a thorough assessment of workflows, systems, and operations. The goal is not to overhaul everything at once, but to identify what’s working, what’s not, and where early wins can be made.
I look for: