Life After the Acquisition
The Real Work Starts After the Exit
As entrepreneurs, we often imagine the acquisition as the ultimate destination. It’s the moment when years of risk, sacrifice, and persistence are validated. A larger company sees what you’ve built, values it, and rewards you with capital, stability, and the promise of a bigger future.
I’ve been fortunate enough to go through this twice. I’ve built and sold two businesses. The first was MillerSmith, a digital marketing agency I co-founded with my partner Ian Smith. The second was Seir Hill, a non-alcoholic spirits brand that was recently acquired by Better Rhodes.
Both experiences taught me a lot. But the most important lesson is one I wish more founders understood going in.
An acquisition is not the finish line. It’s the starting line.
MillerSmith: When the Fit Isn’t Quite Right
Ian and I built MillerSmith from the ground up. We grew to a team of 14 full-time employees and worked with major CPG brands like Crown Royal and Energizer. Between our client roster and the strength of our team, the agency became an attractive acquisition target.
We were ultimately acquired by a branded merchandise agency. On paper, it looked like a smart match. Our digital capabilities complemented their offering, and our clients added depth to their portfolio.
In reality, it was much harder.
The Challenge of Integration
Once the deal closed, the differences between the two organizations became clear. Culture, processes, and priorities didn’t align the way we had hoped. What was supposed to feel collaborative quickly became frustrating on both sides.
No one was acting in bad faith. The problem wasn’t the intent. It was the fit.
That experience taught me that due diligence cannot stop at financials. Cultural alignment, decision-making styles, and operational rhythms matter just as much. Without that alignment, even a well-structured deal can struggle.
Seir Hill and Better Rhodes: A Better Fit, Still Real Work
My experience selling Seir Hill has been very different. Better Rhodes shares our values, serves the same audience, and understands the category deeply. That alignment made the transition smoother from the start.
Even so, a good fit does not mean an easy ride.
The Reality of Joining a Larger Organization
Any acquisition brings change. You’re stepping into new systems, new expectations, and new ways of working. You trade autonomy for collaboration. Speed for scale. Control for shared accountability.
There are real benefits. More resources. More reach. More support.
There is also pressure. Expectations increase. Growth targets get bigger. Performance is more visible. The work does not slow down. In many ways, it accelerates.
Why the Real Work Starts After the Sale
If you’re a founder considering an acquisition, here are a few realities worth internalizing early.
Integration Takes Time
The work doesn’t end when the deal closes. It changes. Aligning teams, processes, and priorities is a long-term effort, not a quick win.
Your Role Will Shift
Post-acquisition, you may no longer be the final decision-maker. You’ll collaborate more, explain more, and sometimes compromise more. That can be challenging, but it can also lead to growth if you approach it intentionally.
Performance Matters More, Not Less
Being part of a larger organization usually means higher expectations. The spotlight doesn’t disappear after the sale. In many cases, it gets brighter.
Values Still Matter
Cultural alignment isn’t a “nice to have.” It’s foundational. When values clash, everything becomes harder than it needs to be.
What I’d Tell Founders Considering an Exit
If you’re thinking about selling your company someday, here’s the advice I wish I had fully absorbed earlier.
Do your homework beyond the numbers.
Communicate openly before and after the deal.
Expect change and be willing to adapt.
Stay anchored to why you built the company in the first place.
Gratitude and Perspective
I’m deeply grateful to the people and organizations who believed in my businesses enough to acquire them. Those experiences have shaped me as a founder and as a leader.
But if there’s one thing I’d leave other entrepreneurs with, it’s this. Don’t treat an acquisition like the end of the story. Treat it like the beginning of a new chapter, one that requires just as much clarity, discipline, and resilience as building the company in the first place.
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