Showing general acquisition experience. Your Step 2 selection wasn't carried over — the examples below apply across the board.
Deal Sourcing & Fit Assessment
Dan evaluates acquisition candidates with an operator's eye, separating genuinely viable targets from dressed-up balance sheets by looking at commercial durability, customer concentration, and operational substance.
- Evaluated business targets across diligence considerations, risk factors, and upside potential
- Assessed commercial viability and customer concentration beyond the financial presentation
- Bridged finance, operations, and leadership during target evaluation
Operator's Perspective
Active role with Talvion Group (title subject to final approval) reviewing acquisition criteria and strategic fit.
Post-Close Value Creation
Experience consolidating redundant operations and working toward projected synergies.
Diligence findings documented against the target's reported financials before close; post-close integration milestones and operating KPIs of the combined entity measured against a pre-close baseline. No acquisition outcome is claimed until verified.
"The opportunity is not limited to what I have done. It is what we may be able to accomplish together."
A first-90-days approach
Understand, baseline, and identify
Learn the organization's current revenue, margin, and operating rhythm. Establish baseline KPIs for the areas selected. Surface the highest-impact risks and the most promising opportunities — the ones a weekly improvement program would pursue first.
Prioritize and test high-value improvements
Focus on the opportunities with the strongest evidence and fastest path to measurable results. Test changes in a contained scope, measure against the baseline, and keep only what moves the KPI.
Expand proven improvements and set the next phase
Scale the improvements that produced measurable results into adjacent areas. Establish the next 12-week phase of the 52-week plan, anchored to verified outcomes rather than assumptions.
Illustrative approach — the actual plan depends on the company, responsibilities, resources, and circumstances. Not a predetermined plan or a promise of results.
Could Dan Be a Valuable Addition to Your Organization?
Business owners, founders, investors, and department leaders often recognize opportunities to involve Dan in their organization, business, department, or new venture. Explore what the parties might accomplish together — without prematurely defining a position or contract.
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