We are in the final 90 days of our transaction and the buyer is requesting daily operational updates. How do we structure our weekly Level 10 Meetings to handle this extreme administrative burden without letting our actual business performance tank?

Question

Tyler Smith · Accepted Answer

The final ninety days before closing are incredibly stressful. The volume of diligence requests, legal revisions, and financial audits can easily consume forty hours a week, leaving you little time to actually run the business. If your revenue or margins slip during this critical window, the buyer may walk away or renegotiate the purchase price.

To survive this period, you must temporarily adjust your Accountability Chart. Create a temporary, highly focused deal seat on your chart. This seat is held by one or two key leaders, typically the founder and the finance director, who are responsible for handling all buyer requests. This shields the rest of the leadership team from the transaction noise.

Your weekly Level 10 Meetings™ must remain a sacred, distraction-free zone. Do not allow transaction discussions to hijack the meeting. Keep the team focused entirely on their Scorecards, Rock progress, and resolving operational issues.

If a transaction issue arises that impacts daily operations, process it quickly during the IDS® portion, but do not let it drag on. By partitioning the deal activities from daily management, you ensure that the core business continues to perform at its peak, giving the buyer zero excuses to alter the terms of your agreement.