Korbin, most of the answers you'll get here will be about what to observe operationally, and that's worth doing. I'd use the week a little differently. Being physically in the building is the best leverage you will ever have for getting financial records, and it disappears the moment you fly home. Sellers who go quiet on email tend to hand things over when you're sitting across from them. So spend Monday collecting documents rather than discussing them. The ones worth pushing hardest for: twelve months of bank statements, the AR aging with actual customer names instead of a total, the payroll register instead of a summary, AP aging, and sales tax returns or merchant processing statements. Ask for read-only access to the accounting file while you're there too. The office manager matters more here than you'd expect. That's usually the person who knows where everything actually lives and how the billing really works, and you'll get a straighter answer in person than the owner gives you on a call. For Wednesday through Friday, I wouldn't book more owner time. Use it to lay the bank statements next to the P&L and see whether deposits match reported revenue. That one comparison tells you more than anything else you'll do this week. Then bring whatever doesn't reconcile back to the owner Friday, while you're still in the room and he can answer it. Worth knowing that nearly everything on that list is what a lender will request in sixty days anyway. Collecting it now instead of chasing it by email later can save real time on your closing timeline. And the best questions usually come from the gap between what you see Tuesday on the job and what the documents say. If the crew's hours don't match the payroll register, that's your Friday conversation.