Instead of arriving with a rigid 100-day plan, CPC advises using the initial post-acquisition period to build trust. The management team is exhausted from the sale process. Forcing immediate, top-down changes is a mistake; the priority should be establishing vulnerability and mutual understanding for long-term success.

A common failure mode for new CROs is attempting to create the sales playbook in isolation. Core pillars like ICP and value proposition are company-level decisions. The CRO's role is to be interdependent, facilitating this cross-functional creation process, not dictating it.

In your first 90 days, resist the urge to be the expert. Instead, conduct a "listening tour" by treating the organization as a product you're researching. Ask questions to understand how work gets done, what success looks like, and what challenges exist at a systemic level.

John Kaplan shares a hard-learned lesson: people who best integrate into new cultures first learn to "be the same" before showcasing their unique differences. Trying to impose your old ways or stand out immediately can alienate you from the team you're trying to join.

To successfully influence a new organization, a leader must first earn trust by learning and adapting to the existing culture. Attempting to impose change or establish one's differences prematurely will create resistance and undermine long-term impact. True influence is earned through initial assimilation.

To build alliances with C-suite peers like the CFO, a new executive should act as a 'servant leader.' Instead of asserting authority, frame your function's role as being in service of their agenda. Asking "how can we make your life easier?" builds trust and collaboration from day one.

A primary failure mode for senior hires is applying a playbook from a previous company. Every business is unique, and what worked elsewhere won't work perfectly. The key to success is to deeply understand the new company’s data and context, trusting your instincts to build a tailored strategy from the ground up.

For smaller biotechs, the key to a successful CRO relationship is treating them as a genuine partner. This requires moving beyond a transactional, fear-based dynamic to one of open communication and mutual respect. Biotechs should actively solicit CRO feedback, as they possess valuable cross-industry insights and can identify sponsor-side behaviors that need to change.

Counterintuitive advice for a new executive is to first focus on listening, learning, and building relationships rather than rushing to make an impact. This avoids "change for change's sake" and ensures new initiatives are culturally aligned and well-informed.