In the search fund world, acquiring a company is just the beginning. The first 30 days post-close are critical for setting the tone, building trust, and ensuring financial stability. If you get this part wrong, it can take months (or years) to recover.

Here are four key priorities that every new owner should focus on immediately after acquiring a business.

🔹 Ride along with service techs – If it’s a field service business, spend time on service calls to see how work gets done.

🔹 Work on the manufacturing floor – If it’s a production business, understand the processes and challenges firsthand.

🔹 Sit with the customer support team – Listen to real customer issues and how they’re resolved.

🔹 Shadow the sales team – Observe how they pitch, negotiate, and close deals.

In these early days, your job isn’t to “fix” things—it’s to deeply understand why things are the way they are. You need this knowledge before making any major strategic decisions.

2. Meet with Key Customers and Vendors—In Person

Customer churn is a major risk post-acquisition. If customers feel uncertain, they will start looking at alternatives. The best way to mitigate this risk is to meet with them face-to-face.

🔹 Prioritize large and long-term customers – Ask them about their concerns, expectations, and how they measure success.

🔹 Reassure them – Make it clear that the company is stable and committed to delivering value.

🔹 Meet with key suppliers and vendors – Understand their perspective, ensure continuity, and discuss any concerns they have about the acquisition.

Trust is built in person. A handshake and eye contact go a long way in reinforcing relationships that keep the business running.

3. Build Trust with Employees and Assess Leadership Strengths

Your employees will be watching your every move. They are anxious about changes, job security, and what kind of leader you’ll be. The wrong move early on can create unnecessary resistance.

🔹 Hold town halls & small group meetings – Be visible, answer questions, and set expectations.

🔹 Observe before making changes – Resist the urge to restructure immediately unless it’s absolutely necessary. Premature leadership changes can destabilize the company.

🔹 Assess leadership team strengths – Start building a scorecard or framework to evaluate your executives and key managers. Who has the skills to take the company forward? Who might need to be upgraded?

This is a listening phase. Your goal is to gather information, build relationships, and avoid sending the wrong signals.

4. Get a Fractional CFO Immediately—Financial Clarity is Everything

If your in-house accounting team isn’t rock solid, bringing in a fractional CFO should be one of your first hires. The worst mistake you can make is assuming that just because the business was profitable before, it will continue to be profitable under your ownership.

🔹 Develop a 13-month cash flow forecast – Cash surprises are deal killers. Know exactly where you stand.

🔹 Close the books fast – If you can’t get timely, accurate financials, you’re flying blind.

🔹 Scrutinize working capital – Ensure receivables, payables, and inventory are managed properly.

Your CFO doesn’t need to be full-time at this stage, but they need to be sharp. A strong financial foundation gives you the breathing room to focus on growth instead of scrambling for stability.

Final Thoughts

The first 30 days of an acquisition will shape your success for years to come. Get out in the field, meet key stakeholders in person, and ensure financial stability from day one.

Buying a company is hard. Running one successfully is even harder. Make these priorities your focus, and you’ll set yourself up for long-term success.

Would love to hear from others who have acquired businesses—what were your biggest lessons in the first 30 days?