Just Closed My First Acquisition – Looking for Advice on Best Practices

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October 07, 2025

by a searcher from Brigham Young University Hawaii in Queen Creek, AZ, USA

Excited to share that my partners and I recently acquired a small business where I hold a minority stake. It’s been a great learning experience so far, navigating the deal structure to understand how decision-making dynamics shift when you have partners vs. being a solo entrepreneur. As I settle into this new role, I’m curious to hear from others who’ve been in similar positions: What are some best practices for adding value and influencing direction when you have limited authority to make changes without partner approval? How do you balance respecting existing leadership while still driving improvement or innovation? Any lessons learned about communication, governance, or alignment that helped make the partnership smooth and productive? I’m now setting my sights on a majority acquisition in the Arizona manufacturing sector. This first minority investment has been an important foundation for scaling my portfolio and sharpening my approach to ownership. Would love to hear your thoughts and experiences. — Briggs
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Reply by an investor
from McGill University in San Diego, CA, USA
Congrats Biggs (on the acquisition and being thoughtful enough to solicit ideas from the SF community. I am sure you will get a ton of great ideas). A couple of ideas for you 1. Perhaps my favorite ETA book is by ETA LEGEND David Dodson called the Manager's Handbook. There's a ton of great advice for first time CEOs in there (see below) 2. Adjacent... You may consider picking up a copy of Traction... and if it resonates, partnering with an EOS implementer 3. No substitute from having a thoughtful Board of Directors and a great relationship with the seller recurring themes 1. Spend the first 100 days understanding why things are the way they are. Ask, “What problem can I take off your plate this month?” Over time, that posture compounds into real influence. Legacy choices often have buried logic and showing respect for that earns you trust to propose change later. 2. Pick a measurable area where you can add immediate value (customer satisfaction, pricing discipline, operational cadence). Nail it. When people see you deliver, they start inviting your input everywhere else. 3. Schedule structured updates tied to the firm's goals best of luck to you!
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Reply by a searcher
from University of California, Berkeley in Phoenix, AZ, USA
Congrats!
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