A few guiding principles for a new CEO’s 1st year at an acquired company:
1. Do no harm. You (or the investors) bought a good business. Don’t mess it up.
2. Look for low-hanging fruit, especially things that will make a positive impact on team morale. Can be as simple as...
1. Do no harm. You (or the investors) bought a good business. Don’t mess it up.
2. Look for low-hanging fruit, especially things that will make a positive impact on team morale. Can be as simple as...
…fixing an annoying broken light above someone’s desk
3. Learn the business. Spend time with employees, customers, vendors, the seller, your board, etc
4. Develop a 1st cut of KPIs and a system to update them regularly
5. Understand how cash moves through the business and how...
3. Learn the business. Spend time with employees, customers, vendors, the seller, your board, etc
4. Develop a 1st cut of KPIs and a system to update them regularly
5. Understand how cash moves through the business and how...
…to understand your financials
6. Identify gaps and weaknesses (people, tech, processes, etc.) and develop a plan to address them with your team.
Obviously, there are many other tasks that a CEO needs to focus on, but I like this list as a starting point. Feedback is welcomed.
6. Identify gaps and weaknesses (people, tech, processes, etc.) and develop a plan to address them with your team.
Obviously, there are many other tasks that a CEO needs to focus on, but I like this list as a starting point. Feedback is welcomed.
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