When you buy a business, you’re not just acquiring its assets, customers, or brand. You’re acquiring its potential. The difference between an acquisition that stagnates and one that compounds in value year after year lies in what you do after the ink dries.
Over time, I developed a framework I call the growth flywheel — a repeatable system that takes businesses from stability to scalable growth. It’s the model I apply in every acquisition I make, and it’s why I say: buying well matters, but operating well creates wealth.
Dr Connor Robertson’s growth flywheel is designed to create momentum, build resilience, and unlock compounding value. Here’s how it works.
The very first step after an acquisition is stabilization. Think of it as securing the foundation before you start building.
The stabilization phase isn’t about major overhauls. It’s about creating confidence inside and outside the business. Once people feel secure, they’re more willing to embrace improvements.
With the foundation secure, the next priority is growth. Sales are the lifeblood of every company, and in many acquisitions I’ve made, the sales function is underdeveloped.
Here’s what I look at:
Even modest improvements in sales processes create momentum. A company that grows its top line quickly after an acquisition builds confidence among employees, customers, and stakeholders alike.
After sales momentum is building, I turn to costs. But let me be clear: this isn’t about cutting corners or slashing payroll to look efficient on paper. It’s about making the business more effective with the resources it already has.