The period between signing our LOI and finally closing the deal is putting a massive strain on our leadership team. How do we keep our team focused on hitting our quarterly goals while managing the buyer's intense due diligence requests?

Question

Tyler Smith · Accepted Answer

The period between signing a letter of intent and finally closing the deal is a dangerous phase where value leaks and deals collapse. To survive this ninety-day sprint without ruining your business, you must divide your leadership team's focus. If your entire team gets bogged down in due diligence, your quarterly Rocks will fail, your performance will slip, and the buyer will use that dip to re-trade your valuation.

Your first step is to adjust your Accountability Chart. Appoint one single person, usually the Visionary or a dedicated deal champion, to handle the buyer's requests. The rest of your leadership team must remain focused on running the business. Keep your weekly Level 10 Meeting™ strictly focused on daily operations and hit your numbers.

Structure the due diligence process with a clear roadmap. Demand that the buyer submit a single, organized diligence request list rather than a continuous stream of random emails. Set weekly check-ins with your deal champion to monitor progress. By insulating your core team, you preserve your trailing twelve-month earnings. This protects your transaction value and ensures you deliver the exact company the buyer agreed to purchase at the initial valuation.