Accountants often create overly granular charts of accounts (150+ categories), which slows startups down. If you can't categorize an expense in five seconds, your system is too complex. Stick to 15-20 high-level categories. Simplicity in finance translates directly to operational speed and better decision-making.

Don't chase every deal. Like a spearfisherman, anchor in a strategic area and wait patiently for the 'big fish'—a once-in-a-decade opportunity—then act decisively. This requires years of preparation and the discipline to let smaller opportunities pass by, focusing only on transformative deals.

Combining strategy, M&A, and integration under a single leader provides a full lifecycle, enterprise-wide view. This structure breaks down silos and creates a "closed-loop system" where post-deal integration performance and lessons learned directly feed back into future strategy and deal theses, refining success metrics beyond financials.

To combat decision paralysis during integration, implement a regimented playbook with RASI charts (Responsible, Accountable, Consulted, Informed). Critically, decisions are time-bound with clear milestones. If a decision isn't made within the specified timeframe, it is automatically escalated, forcing resolution and maintaining momentum.

Deciding which products or services to cut can be an emotional process for founders. Amy Porterfield advises removing the "drama" by relying on data. By tracking metrics for each offer, she could make objective decisions to retire those that didn't make business sense, simplifying her path to growth.

Relying on monthly financial reviews is too slow. Instead, treat finances like a body's vitals: glance at cash daily (pulse), hold a 15-minute money stand-up weekly (vitals), and perform a full review monthly (physical). This cadence creates a constant, real-time understanding of your startup's health.

To avoid post-close surprises and knowledge loss, marry diligence and integration leads before an LOI is even signed. This ensures real-world operational experience informs diligence from the start. The goal is to have a drafted integration thesis by LOI and a near-complete plan by signing, not after closing.

A potential buyer's first move is often to fire the least profitable clients. Proactively dropping these clients—those on legacy deals or who complain excessively—improves your gross margin, making the business more attractive and valuable before a sale even begins.

Sending a quick text or email feels efficient in the moment, but it creates a long-term 'scavenger hunt' for information. High-performing teams establish a system where information is stored in a designated, easily retrievable place, even if it takes a few extra seconds upfront to save hours of searching later.