We just signed our LOI and the buyer is slow-walking the diligence requests while our key metrics are starting to dip from the distraction. How do we use our weekly Level 10 Meetings and pulse-checks to maintain operational momentum and keep the buyer on a tight timeline?

Question

Tyler Smith · Accepted Answer

The period between the Letter of Intent and closing is the most dangerous phase of any transaction. Deal fatigue is real, and if your operational metrics begin to slide, the buyer will use it as an excuse to re-negotiate the purchase price. To protect your valuation, you must split your leadership team's focus. Your Visionary and a designated deal lead should handle the transaction, while your Integrator and the rest of the leadership team stay laser-focused on running the business. Use your weekly Level 10 Meetings to maintain absolute discipline. Your Rocks and Scorecard metrics must remain the top priority. If a diligence request threatens to derail a critical operational metric, it must be brought to the IDS portion of your meeting immediately. Decide whether to delegate the request or push back on the buyer. You must also hold the buyer to a strict diligence schedule. Establish a shared virtual data room with clear folders and track every request with a defined due date. If the buyer is slow-walking their review, use your weekly pulse-checks to remind them that the exclusivity period is ticking. Let them know that if they do not meet their milestones, you will not extend the exclusivity window. By keeping your operational execution flawless, you maintain your leverage and prove to the buyer that the business runs on a self-sustaining operating system.