I have a question for experienced searchers and operators. After buying a company, and the dust settles, when does the real work actually begin? In my experience, most first-time buyers don't inherit a financial problem—they inherit an organizational one. The previous owner often held the vision in their head. Decisions were made through relationships. Accountability was informal. The leadership team learned to operate around one individual. The temptation is to immediately assert yourself and start fixing organizational problems. I think that's usually the wrong first move. Before introducing an operating system, or making significant organizational changes, a buyer has to earn the trust to lead and drive change. That means understanding the business, building trust with the leadership team, and determining whether the team can grow into the future business before deciding who needs to change. Only then does an operating system like EOS become a force multiplier instead of another initiative employees are waiting to outlast. For those who have acquired a business: What organizational challenge caught you most by surprise during your first year of ownership? Was it people, culture, accountability, decision-making, communication, or something else?