We just signed our LOI and entered the sixty-day exclusivity window, but the volume of due diligence requests is threatening to overwhelm our leadership team. How do we navigate this sprint to close without letting our weekly Scorecard metrics slip?

Question

Tyler Smith · Accepted Answer

The period between the Letter of Intent and closing is the most dangerous phase of any transaction. Buyers often use diligence fatigue to wear you down and renegotiate terms right before signing. To survive this sprint, you must operationalize the diligence process using your existing EOS® framework. Do not let your entire leadership team get sucked into answering buyer questions. Instead, designate one leader, typically your Integrator, to own the diligence process as their primary Rock for the quarter. This leader will act as the single point of contact for the buyer's advisory team. The rest of the leadership team must remain focused on running the business and hitting their weekly Scorecard targets. Maintain your weekly Level 10 Meeting™ schedule without fail. Use the IDS® portion of the meeting to isolate and solve deal-related bottlenecks quickly, keeping them out of daily operational discussions. If your weekly Scorecard metrics begin to slip during diligence, the buyer will immediately weaponize that trend to demand a price reduction. By protecting your leadership team from the administrative burden of diligence, you keep the business performing at its peak, maintaining your leverage all the way to the closing table.