Hello security and alarm professionals,
The first 90 days after an acquisition should be about stabilization, not optimization.
But here’s the hard truth: If you get the first 90 days right, the next three years are easier. If you get them wrong, no amount of optimization will save you.
Below, I talk about how to get this right.
In today’s issue:
Run On Systems (Eventually), Not People
The “Due Diligence Trap”
Want to avoid expensive post-close surprises? Start by mastering the first seven days after signing an LOI (as well as the time leading up to it). The work you put in upfront will pay off down the line.
Run On Systems (Eventually), Not People
On the surface, the operation looks stable. Revenue is coming in. Customers are being served. Work is getting done. Underneath, the business is held together by a small number of individuals who know how things actually work.
Key relationships live in someone’s head. Billing quirks are handled from memory. Sales cycles depend on personal trust. Problems get solved because the same people have always been there to solve them.
This structure functions surprisingly well for a long time. It is fast. It is flexible. It feels efficient. But it is not durable.
You can see it in the way the business operates:
Progress slows when a specific person is unavailable
Decisions rely on unwritten context instead of documented process
Customers ask for people by name, not roles
The same individuals carry work that never truly leaves their plate
This is not a failure of effort or intelligence. It is the natural outcome of building a business around experience instead of infrastructure. Most founders do what works in the moment.
Over time, that turns into dependency.
The challenge is that people-based businesses do not scale cleanly. Growth increases fragility instead of leverage. Every new customer adds complexity. Every new hire depends on knowledge that was never written down.
Companies that break through this stage shift the center of gravity. They move knowledge out of individuals and into shared systems. They define roles clearly. They document decisions. They turn relationships into processes that others can carry forward.
When that happens, the business becomes transferable. Not just in a transaction, but day to day. Work continues. Customers stay. Teams perform without constant intervention.
The operation stops relying on who is present and starts relying on how it is built.
Don’t Optimize Too Soon
The overview: The first 90 days after an acquisition are not about transformation. They are about preservation.
New owners feel pressure to move fast. Capital is committed. Expectations are high. The instinct is to prove value through immediate change. That instinct is where most damage starts.
Early success comes from restraint. The goal is not to optimize the business on day one. The goal is to keep it intact while you learn how it actually works.
Teams, customers, systems, and culture all need time to settle before they can absorb change. Stability is the foundation that makes improvement possible.
The details: Acquirers often believe speed equals competence. They cut costs, replace tools, restructure roles, and roll out their playbook immediately. On paper, those moves look logical. In reality, they introduce risk before trust exists.
People matter more than processes in the early window. Employees are watching closely. Customers are listening. Small signals compound fast. A rushed decision can undo years of goodwill in weeks.
The businesses that perform best treat the first 90 days as an extended listening tour. They act like insiders before acting like owners. They prioritize understanding over execution.
This mindset changes everything:
Leadership credibility is earned through humility, not authority
Tribal knowledge is protected instead of erased
Customer confidence stays intact during transition
Culture stabilizes before efficiency is introduced
Optimization without context creates friction. Change without trust creates attrition. Learning first allows improvement to land cleanly later.
This does not mean avoiding hard decisions forever. It means sequencing them correctly. There is a difference between knowing something needs to change and choosing the right moment to change it.
Buyers who rush often spend the next year repairing avoidable damage. Buyers who slow down gain leverage that compounds over time.
What comes next:
Reframe your first 90 days as an onboarding period. Your primary job is to learn how the business truly operates, not how you want it to operate.
Lead as the best employee in the room. Show curiosity, effort, and respect before asserting authority.
Delay major structural changes. Systems, pricing, org charts, and incentives should wait until trust and context are established.
Map people before roles. Understand what each person actually does, not just their title, before making staffing decisions.
Protect continuity. Small traditions, workflows, and customer habits matter more than they appear during transition.
Spend time with customers early. Top accounts provide insight into what must be preserved and where change is welcomed.
Document before you redesign. Processes that look inefficient often exist for reasons you do not see yet.
Create a short learning agenda. Limit early initiatives to understanding the business, not reshaping it.
Why it matters: The first 90 days set the emotional and operational tone for the next several years. Once trust is broken, it is expensive to rebuild. Once momentum is lost, it is hard to regain.
Businesses are not spreadsheets. They are collections of people, habits, relationships, and expectations. Acquirers who respect that reality create durable platforms. Acquirers who ignore it inherit friction they never planned for.
Stability earns the right to optimize. When teams feel understood and customers feel secure, change becomes easier, faster, and more effective.
The long-term winners are not the fastest movers out of the gate. They are the ones who choose the right pace at the right time.
It’s essential that you get the first 90-days after an acquisition right. Follow this advice and you’ll find yourself on track.
Disclosure: Some of the content and links in this newsletter are sponsored or affiliate links, which means we may receive payment or earn a commission if you click through or purchase. However, all opinions expressed are entirely my own.
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