You Closed the Deal. Now Keep the Tile Business Running.

Goals

• Retain all crew leads and foremen by confirming compensation, roles, and transition incentives within the first week post-close.
• Complete active project audits to ensure every job in backlog has a responsible crew lead, scheduled start date, and documented margin target.
• Establish direct communication with top five GC and developer accounts to introduce yourself and reinforce continuity of service delivery.

Key Actions

• Offer 90-day retention bonuses to crew leads and key foremen contingent on remaining through the seller transition period, funded from deal proceeds or operating cash.
• Shadow the seller on at least two active job sites and one GC meeting per week to absorb relationship context, estimating logic, and project management norms.
• Verify workers compensation coverage transfers cleanly, review any open claims, and confirm your insurance broker is aligned with the new ownership structure.

Goals

• Document the estimating methodology, material takeoff process, and bid pricing logic in a written SOP that reduces dependency on the departing owner.
• Transition primary GC and developer relationships from seller to buyer with documented contact records, relationship history, and preferred communication preferences.
• Implement or validate a job costing system that tracks actual vs. estimated labor hours and material costs by project type — residential, commercial, or renovation.

Key Actions

• Record a series of screen-share or in-person walkthroughs with the seller documenting how estimates are built, how jobs are scheduled, and how change orders are priced.
• Send formal introductory letters or emails to all GC accounts under the seller's signature, co-signed by you, affirming ownership continuity and service commitment.
• Audit the trailing 12 months of completed jobs using job costing data to identify which project types and customers generate the strongest gross margins.

Goals

• Identify at least two underserved market segments — such as luxury residential renovation or commercial tenant improvement — where capability exists but marketing has been passive.
• Evaluate crew capacity and subcontractor mix to determine whether W-2 hiring or targeted subcontractor relationships best support pipeline growth without margin compression.
• Build a 12-month forward revenue forecast by customer and project type that supports bank reporting requirements and informs hiring and equipment decisions.

Key Actions

• Pursue or renew NTCA membership and Certified Tile Installer credentials for crew leads, which differentiate bids on commercial and luxury residential specifications.
• Assess vehicle fleet and equipment condition against a replacement schedule; budget deferred maintenance now to avoid operational disruptions during peak project season.
• Develop a preferred vendor agreement template to present to your top three GC relationships, formalizing recurring project flow and reducing competitive bid exposure.