By: Dr. Connor Robertson

For many new business owners, the first 90 days after acquiring a company are often chaotic. Systems can be disorganized, staff may feel uncertain, and customers may be unsure about any changes. However, for Dr. Connor Robertson, these first three months represent a critical window for alignment and growth—a time when momentum can be built, trust can be fostered, and scalable processes can be put in place. Instead of trying to overhaul everything, he follows a structured sequence: Stabilize → Simplify → Strengthen. This approach creates clarity for the team, generates early wins in cash flow, and sets up a solid operational foundation.

Why the First 90 Days Matter So Much

Dr. Connor Robertson views the post-acquisition period not as a waiting phase, but as an important launchpad. “Many buyers wait too long to take action,” he explains. “But if you can stabilize and enhance the business early on, it helps everything grow more rapidly.”

From his experience, early progress tends to lead to:

• Improved team morale

• Increased customer confidence

• A stronger cash position

• Easier delegation as the business matures

In his method, the first three months are focused and intentional, not overwhelming. Each step is deliberately planned.

Phase 1: Stabilize (Weeks 1–3)

The first few weeks are about gaining control without disrupting what is already working. Dr. Robertson doesn’t aim to drastically change the business; instead, he focuses on observing, assessing, and maintaining revenue.

His key objectives during this phase:

• Meet with each team member one-on-one to understand their roles, strengths, and concerns

• Confirm that all recurring revenue streams are intact and performing well

• Secure access to all essential systems (CRM, banking, payroll, vendor accounts)

• Review outstanding receivables and payables

• Ensure that frontline operations continue smoothly without disruptions

This phase is also about being present—showing up as accessible, visible, and supportive. There are no abrupt terminations or confusing policy shifts. Dr. Robertson simply allows the business to continue operating while closely monitoring for any potential weaknesses.

He also introduces a shared scoreboard, usually a simple dashboard or whiteboard that displays daily or weekly KPIs. This provides clarity to the team and gives them a clear understanding of what matters moving forward.

Phase 2: Simplify (Weeks 4–7)

Once the business has stabilized, Dr. Robertson shifts focus to removing unnecessary complexity. His philosophy is that many businesses grow faster when things are simplified, not when they are added to.

Key simplification actions:

• Eliminate unnecessary software subscriptions or redundant tools

• Consolidate overlapping roles or vendors

• Streamline scheduling, invoicing, and quoting processes

• Develop standard operating procedures (SOPs) for repeatable tasks

• Simplify service offerings, reducing the number of services while improving delivery

The goal of this phase is to make the business more efficient and easier to manage. This includes tightening communication with customers, reducing administrative burdens, and establishing consistent reporting rhythms.

This is also when small but impactful marketing improvements are made:

• Fixing broken website links

• Updating Google listings

• Implementing a review request system

• Launching a basic referral program

By this point, the business becomes more streamlined, effective, and ready to align with growth objectives.

Phase 3: Strengthen (Weeks 8–12)

In the final stretch of the 90-day period, Dr. Robertson focuses on building long-term strength for the business.

Key actions during this phase:

• Hiring skilled talent or promoting from within

• Implementing tiered pricing models or upsells

• Creating job scorecards for every role

• Formalizing daily huddles or weekly team meetings

• Introducing a bonus structure tied to relevant KPIs

It’s also when Dr. Robertson starts to gradually step back from day-to-day decisions. His objective is to shift the business from being reliant on the owner to being driven by the team.

He may introduce a general manager or team leader, build dashboards for accountability, and begin running weekly meetings as a coach, not a taskmaster.

By Day 90, many businesses Dr. Robertson works with are already seeing:

• 15–30% increase in lead flow

• Higher staff engagement

• Improved on-time delivery or fulfillment rates

• A measurable increase in customer satisfaction and retention

Importantly, the owner is no longer the bottleneck in daily operations.

What He Doesn’t Do in the First 90 Days

Equally important to what he does is what Dr. Robertson chooses to avoid:

• No rebrands or logo changes

• No aggressive price increases without a clear strategy

• No terminations of key team members before assessing dependencies

• No outsourcing to marketing agencies until internal systems are in place

• No purchasing new technology until existing tools are fully utilized

This cautious approach is intentional. It builds trust with the team and ensures that any future improvements are grounded in a solid understanding of the business, rather than assumptions.

Tools and Rhythms Dr. Robertson Uses in the First 90 Days

Dr. Robertson uses straightforward tools to stay organized and focused:

• Notion or ClickUp to track tasks, SOPs, and team accountability

• Google Drive for shared files and checklists

• A shared KPI dashboard in Google Sheets

• Weekly 30-minute all-hands meetings

• Bi-weekly pulse surveys to gauge team sentiment

His approach is simple but consistent. The rhythm of execution fosters early wins, which help to build confidence across the team.

Final Thought: Momentum Is a Management Decision

Many new business owners walk into an acquisition and wait to “see what happens.” Dr. Connor Robertson takes a more proactive approach from day one. His 90-day strategy ensures that each business starts strong, gains momentum, and transitions into a sustainable model for long-term cash flow and team alignment. It’s not about quick fixes or flashy tactics. It’s about building a strong foundation for the business to thrive.

To learn more about how Dr. Connor Robertson acquires, operates, and grows businesses from Day 1, visit www.drconnorrobertson.com.

Disclaimer: The strategies outlined in this article reflect Dr. Connor Robertson’s personal approach to business growth and operational management post-acquisition. While these methods have shown positive results in various cases, individual outcomes may vary depending on specific market conditions, business context, and other factors. The content is intended for informational purposes only and should not be viewed as a guarantee of success. Readers are encouraged to adapt these strategies based on their own business situations and seek professional advice as needed.