For several years, the startup I co-founded rode a wave of double-digit growth. We made the Inc. 5000 list three years in a row, earned national recognition for our culture, and established ourselves as a top Salesforce partner in the manufacturing sector.
But growth curves don’t rise forever.
When momentum began to slow, we tried everything — restructured leadership, revamped our go-to-market strategy, and shifted our messaging from what we did to the outcomes we delivered. These changes worked, for a while. But eventually, the hockey-stick curve flattened. Double-digit growth gave way to steady, single-digit gains.
And when that happens, a new kind of tension sets in. Team members get anxious. High performers start taking recruiter calls. Leaders quietly explore other opportunities. It’s not a crash — it’s a slow, invisible erosion. In many ways, it’s harder on the culture than a one-time layoff.
We realized we had reached a strategic fork in the road: Do we start acquiring, or do we become the ones acquired?
After months of analysis, debate, and some soul-searching, we chose to sell. What we learned is this: acquiring and being acquired aren’t just different strategies — they’re entirely different frameworks. And they require very different mindsets. Here are some starting questions for those two frameworks:
Ready to Acquire
- Do you have strong margins and predictable growth?
- Is your business is operationally sound and scalable?
- Are you ready to grow faster than organic methods allow?
- Does your leadership team has the bandwidth and ambition to integrate another company?
- Can you see clear synergies with targets in your space or vertical?
Consider Being Acquired
- Is growth is slowing or stalling?
- Are key leaders (or you) thinking about exit or change?
- Are you getting buyout inquiries — and are they worth considering?
- Are larger competitors or private equity firms actively acquiring in your space?
- Have you noticed peers and competitors getting bought?
Beyond the Numbers: The Leadership Stress Test
Valuations, advisors, and financial modeling are essential — but they aren’t the whole story. One of the most overlooked elements in any deal is your leadership team’s mindset and readiness.
Ask yourself:
- Are they fired up to build – or burned out?
- Do they have the curiosity, time, and energy needed for a new chapter?
- Can they be all in — and all together?
Final Thought
Growth challenges aren’t a sign of failure. They’re a signal to evolve. Whichever path you choose – acquiring or being acquired – make the decision with clarity, alignment, and commitment from the people who matter most. In the end, your team’s mindset may be the single most important variable in getting it right.
Brent.Teiken@teikengramer.com
Phone: 701-306-5525
We’ve been through it. We’ll help you prepare for it. Let’s get to work!