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Thanks ^redacted‌ Great question and such an important window to get right. In our work with new clients, especially post-acquisition, we emphasize the first 100 days as a structured opportunity to Observe, Align, and Lead. But before making any major moves, we always start with one thing: A diagnostic. Every engagement begins by establishing a clear baseline, so decisions aren’t just reactive, they’re strategic. Our diagnostic includes: - A valuation (which you likely already have post-close—you'll want to make sure there's data on the Intangible Capitals) - A team engagement survey to understand morale, clarity, and culture - Key stakeholder interviews to surface hidden risks and opportunities This gives you an immediate read on where the business is strong, where it’s fragile, and what’s quietly holding back growth. From there, the first 100 days typically focus on four things: 1. Build Trust Before You Build Systems Be present. Listen well. Show the team you value what’s working before proposing change. Trust builds faster when people feel seen. 2. Clarify Decision Rights Early Even great teams get stuck without clarity. We recommend co-creating a decision rights map to define who decides what—and where you’ll hold the line as the new leader. 3. Install a Weekly Communication Rhythm Start light but consistent: - Weekly team huddles or updates - 1:1s with direct reports - A simple dashboard to begin building shared visibility 4. Balance Quick Wins with Root Cause Work Yes, build momentum—but also watch what breaks when you’re not in the room. That tells you where the business still relies on founder memory, not structural strength. Happy to walk through what we’ve seen work across other transitions. Just let me know—cheering you on.