100-Day Plan Template for Post-Acquisition CEOs

• Review all due diligence materials one more time with an operator's lens (not a buyer's lens)
• Build an org chart with names, roles, tenure, compensation, and your initial read on each person
• Identify the 5-7 people who are most critical to the business (key-person risk list)
• Prepare your Day 1 announcement message to all employees
• Draft a separate message for key customers (the seller should introduce you)
• Set up your email, systems access, and office space
• Schedule one-on-one meetings with every direct report for Week 1
• Prepare a short "about me" document for staff (personal background, leadership philosophy, what excites you about this company)

• Commit to listening mode for the first 2-4 weeks: ask questions, resist the urge to "fix" things immediately
• Identify your personal support network (mentor, coach, peer group, investors you trust)
• Set personal boundaries for work-life balance: the first 100 days are intense, but burnout helps no one
• Write down your hypotheses about the business (what you think the key levers are) so you can test them

• Deliver your Day 1 message in person (or via video for remote teams). Be authentic, humble, and clear about your intentions
• Hold one-on-one meetings with all direct reports. Ask each person:
  • - "What is working well that I should not change?"
  • - "What is the biggest problem you wish someone would fix?"
  • - "What would you do differently if you were in my shoes?"
  • - "Is there anything you are worried about with this transition?"
• Walk the floor / visit every department. Introduce yourself to everyone, not just leaders
• Shadow the outgoing owner/seller during their transition period
• Review the financial dashboard and understand the current cash position, AR/AP aging, and monthly run rate
• Identify any immediate fires (past-due payables, angry customers, open legal issues)
• Establish a daily check-in rhythm with the outgoing seller (if still involved)

• Complete one-on-one meetings with all key employees (not just direct reports)
• Assess whether any retention bonuses or stay agreements are needed for critical personnel
• Understand the informal power structure: who do people really go to for answers?
• Review compensation and benefits for competitiveness. Identify any obvious gaps
• Establish your weekly meeting cadence (leadership team meeting, all-hands frequency)
• Communicate clearly that no layoffs are planned (if true) to reduce anxiety

• Meet or call the top 10-20 customers. Introduce yourself and ask what they value most about the company
• Review customer concentration: what % of revenue comes from the top 5 customers?
• Understand the sales pipeline: what is in progress and what is at risk?
• Review pricing: when was the last price increase? Is there room to adjust?
• Identify any at-risk customer relationships and create a retention plan

• Set up weekly financial reporting (if not already in place)
• Verify that all banking, insurance, and vendor relationships have been properly transferred
• Review all contracts expiring in the next 6 months
• Understand the cash conversion cycle and working capital dynamics
• Confirm IT systems, passwords, and admin access have been fully transferred
• Meet with your accountant and bookkeeper to understand the monthly close process

• Implement 2-3 visible improvements that employees have been asking for (e.g., fix the broken coffee machine, upgrade outdated software, streamline a frustrating process)
• Address the "low-hanging fruit" cost savings identified during due diligence
• Begin building your KPI dashboard with the 5-7 metrics that matter most:
  • - Revenue (monthly, trailing 12)
  • - Gross margin
  • - EBITDA and EBITDA margin
  • - Cash balance and free cash flow
  • - Customer count and churn (if applicable)
  • - Employee headcount and turnover
  • - Backlog or pipeline (industry-dependent)
• Implement a price increase if you identified room in your customer conversations (even 3-5% can materially impact margins)
• Resolve any lingering issues from the ownership transition (vendor re-approvals, lease assignments, license transfers)
• Hold your first board meeting or investor update. Share your initial assessment honestly

• Develop a 12-month operating plan with specific revenue, EBITDA, and cash flow targets
• Identify 3-5 strategic priorities for the next 12 months. Common areas:
  • - Revenue growth: new sales channels, geographic expansion, cross-selling
  • - Margin improvement: vendor renegotiation, operational efficiency, pricing optimization
  • - Team development: key hires, training, succession planning
  • - Technology: systems upgrades, automation, digital capabilities
  • - Customer diversification: reducing concentration risk
• Make necessary organizational changes (role adjustments, reporting structure) based on your assessment
• Evaluate whether any personnel changes are needed. If yes, act decisively but fairly
• Begin implementing the most impactful strategic initiative
• Establish a relationship with your banker. Set up a line of credit if not already in place
• If buy-and-build is part of the thesis, begin identifying potential add-on acquisitions

1. State of the Business - Financial performance vs. underwriting assumptions
2. Key Findings - What you learned that was different from due diligence
3. Team Assessment - Strengths, gaps, and any changes made or planned
4. Customer & Market Update - Customer health, competitive landscape, market trends
5. Quick Wins Delivered - Concrete results achieved in the first 100 days
6. Strategic Priorities - Your 3-5 priorities for the next 12 months
7. 12-Month Financial Plan - Revenue, EBITDA, and cash flow projections
8. Key Risks & Mitigation - What keeps you up at night and what you are doing about it
9. Support Needed - Where you need help from the board (introductions, expertise, capital)

Honestly evaluate yourself on these dimensions:

• Do I understand this business as well as the previous owner?
• Has any key employee or customer left? If so, why, and what did I learn?
• Am I spending my time on the highest-impact activities?
• Do I have the right team, or do I need to make changes?
• Is the business performing at, above, or below my underwriting case?
• Am I taking care of my own health and relationships?

Format: 30-minute town hall (in-person or video)

Agenda:

1. Business update: how we performed last month (share key metrics)
2. Wins and recognitions: call out specific people and teams
3. What we are working on: upcoming initiatives and priorities
4. Open Q&A: no topic off limits

Tip: The Q&A is the most important part. If people are not asking questions, they are asking them in the hallway instead.

Format: Written memo + optional call

Structure:

1. Financial summary: revenue, EBITDA, cash vs. plan
2. Operational highlights: 3-5 bullets on what happened
3. Key risks or concerns: be transparent early
4. Strategic progress: update on your priorities
5. Asks: specific help you need from the board

Key messages to convey:

• - Business continuity: same team, same service, same commitment
• - Investment in growth: new ownership means investment in the business
• - Your door is open: give customers direct access to the new CEO
• - Ask for feedback: what can we do better?