Brad Jacobs

Do you have favorite questions to ask in those processes of those people?

It'll change.

It'll change from company to company because what's pertinent is different from company to company.

So there are some things that are the same, things about how they make money.

What's the game here?

What is different about their company than the next guy?

What's their advantages?

What are their disadvantages?

What are the opportunities?

If they were CEO, had they been CEO, what would they have done differently?

What if I buy this company, should I change?

Because it's not optimal.

What if I buy this company that I should definitely not change because it's really good and it's working really well?

And my list of questions are brief because I want to hear what the answers are.

And then based on listening carefully to those answers, follow-up questions.

I'm much more interested in what they want to set the agenda than what I want to set the agenda because they know the business.

I'm just learning the business.

Getting to the point where you no longer can tell that this is a company we bought three months ago versus the company that we home grew or 10 years ago we bought it and it's been with us for a decade.

You get the same look and feel, the same brand, the same IT, the same culture, the same excitement.

They're using all the same internal social media because I always like to communicate a lot through our internal social media.