Corporate operations
A proposal is easier to assess when it spells out who will own the work, what it will cost to deliver, and how progress will be reviewed.
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Corporate decisions
Before committing to an opportunity, separate the initial investment from the cash needed to operate it. A proposal can look affordable at closing and still strain the business if inventory, staffing, and payment terms require more working capital than expected.
When applying this idea, write down the assumptions behind the decision and the evidence that would cause you to change course. Keep the review date visible so the decision can be revisited as the facts change.
Reviewing an acquisition
A buyer evaluating a distribution business can start by checking whether recent sales depend on a handful of customers. Review renewal dates, order history, and any commitments that would need consent before transferring. A business with steady revenue can still face a difficult transition if key accounts rely on relationships that will change at closing.
A transition plan can assign responsibility for supplier notices, inventory counts, customer communication, and the first payroll cycle. Set dates for those tasks and identify who can make decisions if the plan slips. That gives both sides something concrete to review before the handover.
Preparing for a change in ownership
Before a handover, list the accounts and supplier agreements that need approval to transfer. Assign someone to confirm each deadline, then check which services would be interrupted if approval arrived late.