100-Day Plan
The purchase agreement has been signed—now what? The first 100 days as a new owner will determine the success of your acquisition. Learn how to retain employees, customers, and processes, and lay the foundation for your future as an entrepreneur.
1 Day 1 – Your First Day as a New Homeowner
The first day is all about the people. Before you even take a look at the numbers or start questioning processes: communication is everything. The first impression you make on the employees sets the tone for the entire transition period.
What You Should Do on Your First Day
Call a staff meeting: Introduce yourself in person, share your vision, and address any concerns. Be transparent about what will change—and what won’t
Identify key people: Who keeps the operation running smoothly? Who manages customer relationships? Who knows the processes inside and out?
Make your presence felt: Be there, walk through the facility, listen, ask questions. Show genuine interest in the people and their work
No operational changes on your first day! You’re there to listen, not to shake things up
What you should NOT do
Announce changes immediately —this creates uncertainty and resistance
Restructure the organizational chart —you don’t yet understand the team dynamics
Bringing in your own people (without context) —this signals a lack of trust in the existing team
The seller should attend the staff meeting and help facilitate a smooth transition. This builds trust among the employees and sends the message: “I’m handing over the reins to someone I trust.”
Advisors vs. Direct Sales
For advisor-assisted deals: The handover period is specified in the purchase agreement. The M&A advisor assists with communication and ensures a structured transition
For direct sales: The handover is often more personal. The seller is frequently involved for a longer period and remains available as a point of contact—sometimes for weeks or months
2 The First 30 Days – Understanding and Stabilization
During the first 30 days, there’s one thing that matters: stability. No major changes—understand first, then shape the future. Your goal: retain employees, secure customers, and get to know the processes.
Priority 1: Retain People
One-on-one meetings with all key employees (1:1): Ask about their concerns, wishes, and ideas. Show that you value them
Retention incentives for critical employees: retention bonuses, career development opportunities, new responsibilities—find out what motivates them
Understand existing customer relationships: Who manages which customers? Which employee is the primary point of contact for which customers?
Priority 2: Contact Customers
Call or visit the top 10 clients in person: Introduce yourself and demonstrate continuity
Send a signal: “There’s continuity, not a revolution.” Customers need the assurance that quality and their point of contact will remain the same
Review contracts and notice periods: Which customers might leave at short notice?
Priority 3: Understand processes
Support day-to-day operations (don’t change them!): Get involved, observe, learn
Understand financial processes: Who handles accounting, payroll, and taxes? Which external service providers are involved?
Take over IT systems and access credentials: email, banking, ERP, website, social media
Get to know supplier relationships: Who are the key suppliers? Are there any dependencies?
- One-on-one meetings were held with all key employees
- Top 10 clients were contacted personally
- All bank accounts and powers of attorney transferred
- Met with the accounting department and tax advisor
- Took over IT systems and passwords
- Insurance policies reviewed and updated
- Reviewed supplier contracts
3 Days 30–100 – Optimizing and Designing
Now you know the company, the people, and the processes. Starting on day 30, you can begin to make changes— but with a sense of proportion.
Identify quick wins
Small improvements that have an immediate impact and motivate the team:
Streamline inefficient processes: Are there workflows that annoy everyone? Tackle them
Catch up on overdue investments: New software, better tools, workplace upgrades
Improve the work environment: Sometimes small things make a big difference—a new coffee maker, better lighting, a tidy warehouse
Don't dictate "quick wins" from the top down; instead, develop them together with your employees. Ask the team, "What would you change first?"
Addressing Strategic Issues
Review the business plan: Do the assumptions from the due diligence process match reality? Where are there discrepancies?
Make initial strategic decisions: Where do you want the company to be in 3–5 years?
Develop an investment plan: What investments are necessary to maintain or enhance competitiveness?
Too many changes at once —employees become uncertain and lose trust
Losing key employees because we respond too late to their needs
Losing customers because we don’t reach out to them in a timely manner
Applying our own standards to an SME that operates differently than a large corporation
Underestimating how much time day-to-day operations consume —strategic work gets neglected
4 From Homeowner to Entrepreneur
With this purchase, you’ve become the owner. But being an owner and being an entrepreneur are two different things. The most important change takes place in your mind.
Understanding the Shift in Roles
Employee → Entrepreneur: Everything depends on you. There’s no longer a boss above you, but you have full responsibility—for employees, customers, finances, and strategy
No safety net: No fixed salary at the end of the month, no HR department to solve problems. You’re the CEO, CFO, and HR all rolled into one
Assess the workload realistically: In the first 1–2 years, you’ll be working significantly more than ever before. Vacation will hardly be possible, and you’ll often work through weekends—and that changes only slowly. You have to want this. Be disciplined about sleep, exercise, and nutrition—this isn’t just a nice-to-have, but your protection against burnout
Develop a long-term vision
Where do you want the company to be in 5 years? Write down your vision—it will be your compass
Which markets, products, and customers? Do you want to optimize your existing business or tap into new areas?
Growth: organic or through further acquisitions (buy-and-build)? Some buyers plan from the outset to acquire and merge multiple companies
Build a network
Entrepreneur associations, the Chamber of Commerce and Industry (IHK), industry associations: That’s where you’ll find like-minded people and contacts
Exchange ideas with other business successors (peer group): No one understands your situation better than others who have taken the same step
Find mentors: Former entrepreneurs, experienced CEOs, or industry experts who can guide you
Set aside specific times for strategic work—otherwise, you'll get swallowed up by day-to-day operations. Spending one day a week "working on the business" instead of "working in the business" is a good start. Block off that day in your calendar and stick to it.
- Employees First: Employees are our top priority—from day one. Personal communication builds trust
- Understand first: Understand first, then make changes—no hasty decisions in the first 30 days
- Retain customers: Contact top customers personally and signal continuity—before they walk away on their own
- Quick Wins: Work with the team to identify quick wins—small improvements build trust and momentum
- Become an entrepreneur: Develop a long-term vision—transitioning from owner to entrepreneur is a process
Answer 5 questions about the 100-Day Plan. All answers must be correct to complete the module.
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