We are two years away from a sale, and my leadership team is split: the operations head wants to maximize short-term EBITDA, while the sales head wants to reinvest heavily in customer acquisition. How do we align them behind one exit strategy?

Question

Tyler Smith · Accepted Answer

This split focus is dangerous because it paralyzes decision-making and wastes valuable time on the runway to your exit. Buyers look for a clear, unified narrative and a predictable business model. A leadership team pulling in two different directions will destroy value during due diligence. To resolve this, you must bring the team back to your V/TO® and clarify your exact target buyer profile. Different buyers value different things. Private equity buyers often focus heavily on EBITDA multiples and cost efficiencies, while strategic buyers might pay a premium for rapid market share growth and proprietary technology. Once you define your target buyer, the path forward becomes clear. Use your weekly Level 10 Meeting™ to run these conflicting strategies through the IDS® process. It is the Integrator's job to make the final call based on what maximizes overall business value, not what makes an individual department look good. Set clear, non-negotiable Rocks for the next quarter that balance both perspectives. For example, challenge sales to grow revenue within strict margin parameters, and task operations with automating processes to reduce overhead. By aligning their targets, you move them from competing priorities to a coordinated effort that builds transferable value.