Built to Own

Insights from Rod Rodriguez, EVP SBA/USDA Lending at T Bank Built to Own: A Guide for Executives Buying Their First Business with SBA Financing

#DrivingSmallBusiness

2025

Disclosures This guide is for informational purposes only and does not constitute legal, financial, or medical advice. Med spa entrepreneurs and business buyers should consult with qualified professionals, including attorneys, accountants, and licensed advisors, to ensure compliance with all applicable laws and regulations. All loans are subject to credit approval. Fees and charges may apply. SBA loan timelines may vary based on the complexity of the request and borrower responsiveness. Ranked the #1 Texas-based bank for SBA 7(a) loan volume for FY 2024 by the U.S. Small Business Administration.

From Rod Rodriguez EVP, SBA/USDA National Lending T Bank

Over the last 20 years, I’ve helped hundreds of entrepreneurs acquire businesses — but lately, I’m seeing a new kind of buyer. They’re former VPs, directors, operators — people who’ve led teams, managed P&Ls, and built other people’s companies. Now, they’re ready to build their own — whether full-time or alongside their current role If that sounds like you, this guide was written for you. It answers the questions I hear every week: What makes a deal fundable? How do SBA loans really work — especially when goodwill or working capital is involved? What should I prepare before I even find a business? This isn’t theory. It’s the same practical guidance I give every client — tailored for executives ready to turn their management experience into ownership. I hope this guide gives you clarity and momentum. And if you want to talk through a deal, or just get a sense of what’s possible, I’m here to help. — RR

(480) 686-0937 rrodriguez@tbank.com Book a meeting

For informational purposes only. Not legal, tax, or financial advice.

Table of Contents

1.Why Now: The Executive’s Window of Opportunity 2.Prequalifying Before You Search 3.Why Buying Beats Starting 4.The SBA Loan Explained 5.How to Know You’re Ready 6.Can I Keep My Job When Buying a Business?

1 2 3 5 6 7 9

7.Choosing the Right Business 8.Defining Mission and Vision 9.Licensing and Compliance Essentials 10.Selecting an Ideal Location 11.Managing Risk with Insurance 12.Budgeting and Financial Planning 13.Cost-Management Strategies 14.Building and Training Your Team 15.Products, Services, and Equipment 16.Branding and Marketing 17.Preparing for Launch 18.Working with the Right Lender 19.The First 100 Days After Closing 20.Resources and Next Steps

10 11 12 14 15 17 18 20 21 22 23 24 25

For informational purposes only. Not legal, tax, or financial advice.

1 | Why Now: The Executive’s Window of Opportunity

“The largest generational transfer of small business ownership is underway — and executives are uniquely positioned to step in.” Action Checklist Understand the scale of the 'Silver Tsunami' opportunity. Identify industries where boomers hold a large ownership share. Talk to a T Bank SBA specialist about timing in your target sector. Quick Summary The largest transfer of small business ownership in U.S. history is already underway — and executives are uniquely positioned to lead the next chapter. Over the next 10 years, more than 12 million baby boomer–owned businesses are expected to change hands. Many are profitable, debt-free, and have loyal customer bases. At the same time, SBA programs allow qualified buyers to acquire these businesses with as little as 10% down, preserving capital for working capital and growth. Executives have an advantage: a track record of managing P&L, leading teams, and improving operations. These skills inspire seller confidence and satisfy lender underwriting requirements, giving you a competitive edge. The market is primed for executive buyers — with favorable SBA terms and a high volume of quality businesses coming to market, now is the time to act.

T Bank Insight We see the strongest acquisitions come from executives who prepare early — lining up capital, partners, and prequal before the perfect business hits the market. Once a listing goes live, speed matters.

For informational purposes only. Not legal, tax, or financial advice.

2 | Prequalifying Before You Search

The best time to get prequalified isn’t after you find the perfect business — it’s before. A prequalification letter transforms you from “interested” to “credible.” Brokers and sellers take your offer more seriously when financing is already in place. It also saves you time by focusing your search on deals you can confidently pursue. Lenders evaluate your liquidity, credit, resume, and industry fit. Prequal doesn’t commit you — but it shows you’re serious and capable. Be discreet. Use a personal email for deal communication, schedule calls outside of work hours, and review any non-compete or employment restrictions that may apply to your target industry. Executive Spotlight VP Operations → PT Practice Buyer Secured a 48-hour prequal from T Bank and beat out a higher cash offer. Seller chose her for speed, credibility, and lender support. Action Checklist Complete SBA Form 413 (Personal Financial Statement) Provide 2 years of personal tax returns and W-2s Pull your credit report and address any issues Provide 60-day liquidity statements (checking, savings, brokerage) Request a prequalification letter based on your personal and financial profile A strong lender can typically issue prequal in 48 hours — no formal application required. Quick Summary Prequal positions you as the most credible buyer in the room — and gets you closer to the deal.

T Bank Insight Our 48-hour prequal includes a review of your personal financial statement, tax returns, and resume. We’ll confirm eligibility, estimate your budget, and arm you with a strong letter you can include with your offers.

For informational purposes only. Not legal, tax, or financial advice.

3 | Why Buying Beats Starting

Executive Spotlight Director of Ops → HVAC Company Buyer She bought a 27-year-old HVAC contractor with $6M in annual revenue and over 300 service contracts. Within 90 days, she implemented a technician-utilization dashboard and negotiated new supplier pricing — increasing EBITDA from 14% to 17%. Yes, you’ll pay a premium for goodwill. But that goodwill often includes stable cash flow, trained technicians, and transferable contracts — assets that can’t be recreated easily or quickly. Startups burn time and cash. Buying skips the guesswork — you walk into revenue, customers, and a trained team. Most new businesses lose money for 12–24 months. Acquiring an existing operation accelerates everything — you get systems, infrastructure, staff, customer relationships, and vendor terms on day one. That means you can focus on improving operations instead of proving the concept. SBA 7(a) Borrower Diesel Pickup-Truck Repair Shop Acquisition Action Checklist Review historical financials and confirm revenue through bank statements. Draft a 90-day improvement plan before closing. Quick Summary Acquisitions let you start ahead — with infrastructure and customers already in place. Customer Testimonial “One of the best experiences I’ve had with transparency and helpfulness from a bank. First ever business acquisition loan — and they made it simple.” — SBA 7(a) Borrower, Diesel Pickup Truck Repair Shop Acquisition

T Bank Insight We help buyers identify two to three operational quick wins they can implement immediately post-close — like pricing adjustments, vendor renegotiation, or better tracking.

For informational purposes only. Not legal, tax, or financial advice.

4 | The SBA Loan Explained

The SBA’s two flagship programs — 7(a) and 504 — are the foundation of most small business acquisitions. Understanding when and how to use them unlocks smarter deals. SBA loans work because the government guarantees a portion of the lender’s risk. That makes it possible for qualified buyers to purchase businesses with as little as 10% down, even when goodwill or working capital needs are significant.

T Bank Insight We help buyers identify two to three operational quick wins they can implement immediately post-close — like pricing adjustments, vendor renegotiation, or better tracking.

SBA 7(a): Flexible Capital Funds goodwill, working capital, equipment, leasehold improvements, and soft costs Terms: Up to 10 yrs (25 yrs if real estate is primary collateral) Fully amortizing (no balloon payments) Most common for business acquisitions Use case: When buying a service business, franchise, or company with high goodwill or low hard assets.

SBA 504: Fixed Assets, Fixed Rate Funds fixed assets like real estate and heavy equipment Structure: 50% bank + 40% CDC + 10% borrower equity CDC portion is long-term, fixed- rate (often 20–25 years)

Use case: Real estate or equipment-heavy business acquisitions.

“Use 7(a) for flexibility, and 504 for long-term stability. Many deals benefit from both.”

Action Checklist Determine if your target is asset-heavy (504) or goodwill-heavy (7a) Decide whether a seller note is needed to bridge valuation Quick Summary 7(a) and 504 loans are powerful tools — used strategically, they protect your cash and expand your acquisition options.

For informational purposes only. Not legal, tax, or financial advice.

Readiness is practical. Lenders — and sellers — look for three things: Capital, Capability, Commitment. 5 | How to Know You’re Ready Capital Have ≥10% of your target purchase price Commitment Expect a heavier

Capability Underwriting favors executives who’ve led P&Ls, improved processes, managed vendors, and built teams. Shape your résumé to mirror the operating realities of your target industry.

T Bank Insight We help buyers identify two to three operational quick wins they can implement immediately post-close — like pricing adjustments, vendor renegotiation, or better tracking.

calendar for the first 90– 180 days — whether you stay in your current role or shift to full-time ownership. Align with your household on time, income variability, and the personal guarantee.

liquid and separate, plus six months of personal living expenses so the business isn’t carrying you during transition.

Executive Spotlight VP Finance → IT Services Buyer

Action Checklist Park your equity injection in a dedicated account. Build a six‑month personal reserve. Update your résumé to highlight P&L, ops, and team leadership. Line up your CPA, attorney, and lender before you shop. Quick Summary When your cash, skills, and calendar align, underwriting — and closing — move faster. A VP of Finance evaluated five listings and submitted an LOI for a $4M IT services firm. She negotiated a 60-day part-time advisory agreement with her employer to ensure a smooth transition — a move that impressed the seller and satisfied the lender’s concern about time availability.

For informational purposes only. Not legal, tax, or financial advice.

6 | Can I Keep My Job When Buying a Business? Yes — and many successful buyers do.

For executives, acquiring a business doesn’t always require stepping away from your role on day one. Some remain employed during the search, due diligence, and early ownership phases — especially when: The business has a strong general manager in place Operations are stable and don’t require daily oversight The buyer plays a strategic, not operational, role A transition plan includes the seller or team staying on temporarily That said, lenders will evaluate your availability, time commitment, and operational plan. The more clearly you define your role post-close, the stronger your deal will look. Action Checklist Map out your expected post-close role (strategic vs. operational) Confirm the business has strong day-to-day management in place Draft a short transition plan with seller or key team members Prepare to explain how you’ll balance time, oversight, and ownership Discuss your employment status openly during lender prequal Quick Summary You don’t have to quit to get started. With the right structure and clarity around your role, SBA ownership can begin alongside your current career.

T Bank Insight We’ve funded many acquisitions where the buyer stays employed — at least temporarily — while building their new company into a full-time opportunity.

For informational purposes only. Not legal, tax, or financial advice.

The right deal aligns with your strengths, goals, and risk tolerance. Build a Deal Profile before you browse listings. 7 | Choosing the Right Business

SDE (Seller’s Discretionary Earnings) Aim for $400K–$1.5M. That range usually supports salary, debt payments, and reinvestment.

T Bank Insight Send us your Deal Profile and target listings. We’ll give you a thumbs-up or quick risks before you spend hours underwriting the wrong deal.

Revenue Quality Prefer recurring

Customer Concentration If any single client accounts for more than 25% of revenue, plan for an extended seller handoff and retention strategy.

contracts, repeat clients, and recession-resistant services.

Action Checklist Draft a 1-page Deal Profile (must-haves, red flags) Set alerts on broker platforms for matching deals Underwrite one business a week for practice Quick Summary A clear deal profile saves you time, clarifies your budget, and makes you a better negotiator. The right deal aligns with your strengths, goals, and risk tolerance. Build a Deal Profile before you browse listings. “A written Deal Profile prevents distractions and helps you move decisively on the right opportunities.”

For informational purposes only. Not legal, tax, or financial advice.

8 | Defining Mission and Vision

Your mission sets daily priorities. Your vision defines growth. Both improve speed, culture, and decisions. Even if you're buying an existing business, it's about to become your business. Start by answering:

T Bank Insight When buyers come to us with a clear mission and a basic 5-year vision, we know they’ll be strong operators. It’s one of the fastest green flags for our underwriting team.

Who do we serve? What do we deliver? How do we behave?

This becomes your mission. Tie it to behaviors (e.g., “two-ring rule” for answering phones; “next-day proposals” for responsiveness). People follow what’s modeled and measured. Next, define your five-year vision — geography, headcount, margin goals, and service lines. A clear endpoint informs who you hire and what systems you build now.

“Mission is your filter. Vision is your compass.”

Action Checklist Draft a one-sentence mission and test it out loud Pick three values and how they show up in behavior Set two five-year targets (locations, EBITDA margin, etc.) Quick Summary A clear mission accelerates decision-making. A sharp vision aligns your team and capital allocation.

For informational purposes only. Not legal, tax, or financial advice.

9 | Licensing and Compliance Essentials

Compliance is the quiet operating system of your business. Miss a renewal, and things stop moving. Organize your compliance calendar across four layers:

T Bank Insight We confirm license transferability and closing conditions before funding. If any required filings or inspections are scheduled close to the closing date, we bake that into the seller's obligation.

Annual renewals

Quarterly filings sales tax

business licenses state filings insurance certs professional certifications

unemployment insurance DOT environmental reports change of ownership triggers (e.g., new EIN) permit recertifications fire inspections

Monthly tasks

“As needed” compliance

payroll taxes safety checklists equipment logs

Action Checklist Build a permit and license tracker with due dates Verify critical licenses directly with issuing agencies Add seller assistance clauses for items due within 90 days Quick Summary Compliance protects your cash flow. Build a system — not just reminders. They discovered a stormwater permit expiring 45 days after closing. T Bank flagged the issue and added a seller-assistance clause to renew it pre-close. Crisis avoided. Industry red flags to check early: Healthcare: HIPAA training logs, medical waste contracts, payer credentialing Construction: License tied to a qualifying individual — will they stay post- close? Logistics: DOT authority, driver qualification files, IFTA fuel tax reports Food Services: Health inspections, ServSafe certifications, grease trap logs Case Example — Light Manufacturing Buyer

For informational purposes only. Not legal, tax, or financial advice.

10 | Selecting an Ideal Location

Consumer-facing businesses need visibility, signage rights, ADA access, and easy in/out. A “B site” next to a grocery store may outperform an “A site” buried behind competitors. B2B or light industrial businesses should prioritize truck access, yard space, ceiling height, loading doors, and proximity to highways. A pretty building means nothing if you need 3-point turns for every delivery. Professional services firms need locations that feel safe and credible: clean common areas, good signage, and logical wayfinding. Run a trade area analysis Draw 5-, 10-, and 15-minute drive-time rings Compare population, income, and customer zip codes Visit at 7:30 am, noon, and 5:30 pm — observe parking, access, and traffic flow Lease or buy? Leasing = flexibility; good if you’re still proving the model. Buying = control and equity; best if long-term site is critical to value. Structure matters Make sure the lease term + options cover your loan term. Negotiate TI allowance, signage rights, assignment clause, and a right of first refusal. Location can make or break demand, payroll, logistics — and resale value. Choose intentionally.

For informational purposes only. Not legal, tax, or financial advice.

Case Example — Two Sites, One Clear Winner A buyer tested two locations with identical promos. The site with better signage and a cleaner turn-in lane generated 20% more first-time visits. Rent was higher — but made up for it in month one. “The right location does part of your marketing for you.” Action Checklist Map 5–15 minute trade area against target demographics Run a 5-year occupancy model (base + NNN + escalations) Confirm lease covers loan term (with options) Get signage rights, exclusivity, and relocation clauses in writing Quick Summary Good real estate creates efficiency. Great real estate also drives growth.

T Bank Insight We review lease terms during underwriting and confirm they’re compatible with loan requirements. If buying real estate, we coordinate appraisal, Phase I ESA, and a property condition report.

For informational purposes only. Not legal, tax, or financial advice.

11 | Managing Risk with Insurance

Every business needs core coverages: General Liability (slip and fall, customer injury) Property (equipment, inventory, buildings) Workers’ Comp (employee injuries) Business Auto (for company vehicles) Cyber (especially with customer data or billing software) Employment Practices Liability (EPL) Umbrella Policy (for higher coverage limits) Set deductibles in line with cash on hand — not what looks cheapest. A lower premium with a painful deductible can backfire. Review limits at least once a year or after headcount/revenue changes. And always match COI language to leases and customer MSAs. Depending on your industry and exposures, you may also need: Professional Liability / E&O (for services or advice) Case Example — Healthcare Buyer Adds Cyber Coverage After a minor data breach at a clinic, a buyer added a cyber policy that included breach response, data forensics, and business interruption. The policy’s cost was less than 0.2% of annual revenue — and would’ve saved tens of thousands if the incident had been worse. Action Checklist Review coverage annually and confirm limits with your broker Add cyber and EPL if handling customer data or HR issues Align deductibles to cash reserves Ensure COIs match lease and client contract language Quick Summary Right-sized insurance limits downside without killing cash flow. Build a protection plan you can operate through. Insurance protects your cash flow — and your lender. Review it annually and align it to risk, not just minimums.

T Bank Insight We’ll confirm required coverage levels, lender endorsements, and verify active policies before closing. We help structure renewals and match timing to the first- year budget.

For informational purposes only. Not legal, tax, or financial advice.

12 | Budgeting and Financial Planning

Your forecast isn’t just for your lender — it’s how you manage your business. Build one that gives you confidence and clarity.

Create a three- statement model:

Plan for at least 24 months, broken out monthly. Build a base case, then stress test it: Revenue down 10% Gross margin compressed by 1–2 points Overhead up slightly Run your DSCR (Debt Service Coverage Ratio) — does it stay ≥ 1.25?

Also model:

T Bank Insight We help you pressure test your forecast before it goes to underwriting — and we’ll flag missing assumptions or unrealistic growth rates that could slow your approval. Our goal: financial plans that actually match your operating reality.

Working capital cycle: receivables, payables, and inventory Capex: large repairs or replacements forecasted over 1–3 years Seasonality: do you have the cash buffer for a soft Q1 or post- holiday slowdown?

Income Statement Balance Sheet

Cash Flow Statement

“Your forecast is your financial playbook — treat it like one.”

Case Example — Printing Company Buyer Frees Cash for Expansion A printing services buyer negotiated Net-45 payment terms with paper vendors, which freed up $150K in working capital — enough to fund a second shift without taking on more debt. Action Checklist Build a 24-month forecast with base and downside cases Track DSCR and leverage with a simple dashboard Review working capital assumptions with your CPA Fund a capex reserve for end-of-life assets Quick Summary A good forecast helps you sleep better and operate faster — even when things don’t go as planned.

For informational purposes only. Not legal, tax, or financial advice.

13 | Cost-Management Strategies

Profit rises fastest when waste falls. Most new owners find 5–10% of hidden savings in year one. Start with a spend analysis: 1.Export 12 months of general ledger data 2.Group by vendor 3.Rank by spend Then focus on: Consolidating categories for volume discounts Renegotiating top 10 vendors Replacing underperforming or overpriced vendors Auditing freight and energy bills Standardizing PO approvals and invoice matching Run quarterly “lean walks” — short tours where frontline teams call out inefficient processes, overordering, or rework. Case Example — Multi-Site Buyer Consolidates Consumables A fter acquiring five car washes, the new owner consolidated chemical purchases to a single vendor, unlocking tiered pricing and shaving 11% off costs — without changing product quality. “Lower cost, same quality — the cleanest path to higher margin.” Action Checklist Run a vendor ranking report and flag top 10 suppliers Ask each for a review of current pricing and terms Schedule your first “lean walk” within 45 days of closing Automate invoicing for recurring, stable spend Quick Summary Better cost control gives you breathing room. Get your team involved and track every win.

T Bank Insight We help buyers identify cash wins early — vendor consolidation, bulk discounts, and better terms can immediately lift DSCR and post-close confidence.

For informational purposes only. Not legal, tax, or financial advice.

14 | Building and Training Your Team

Customers don’t remember your org chart — they remember your people. Build a team that delivers. Start with role scorecards: define the mission, expected outcomes, and key competencies for each role. Onboard new hires with a 30-60-90-day plan. Assign mentors and schedule weekly check-ins. This creates clarity and avoids churn. Build a skills matrix — who knows what, and where the coverage gaps are. Schedule quarterly training sessions, and rotate key responsibilities so no process lives in one person’s head. Invest in stay interviews for key employees. Ask what keeps them here, what makes them proud, and what they’d fix. Case Example — 15-Tech Plumbing Company Cuts Turnover The new owner launched quarterly skill days with vendor-led trainings. Turnover fell from 24% to 8%, saving ~$60K in hiring, onboarding, and missed revenue. “A cross-trained, engaged team is your best insurance policy.” Action Checklist Write scorecards for each role with clear expectations Launch weekly 1:1s and a team-wide 30-60-90 plan Publish a skills matrix and identify training priorities Offer stay bonuses or deferred comp for key talent Quick Summary The right team creates margin, capacity, and retention. Build it like it matters — because it does.

T Bank Insight Strong people systems help you weather surprises. Underwriters love to see documented SOPs, training logs, and redundancy — it reduces key-person risk and signals real leadership.

For informational purposes only. Not legal, tax, or financial advice.

15 | Products, Services, and Equipment

What you sell — and how you deliver it — defines your brand, your margin, and your growth ceiling. Run an 80/20 margin analysis: What 20% of products or services generate 80% of your profit? What’s dragging? Can you reprice, repackage, or retire those? Match this with customer demand: which services lead to repeat business? Which SKUs or packages are high-maintenance but low-margin? When evaluating equipment:

T Bank Insight We help buyers separate core services from laggards — and structure equipment financing to preserve working capital post- close.

1 Assess condition, expected life, replacement cost, and uptime risk

2 Compare purchase, finance, and lease options based on total cost of ownership

3 Prioritize what improves output, reliability, or compliance

Case Example — Car Wash Buyer Adds Fleet Contracts After acquiring three locations, the buyer signed monthly wash plans with delivery companies, adding 18% in recurring revenue and smoothing seasonal dips. “Focus on profitable work — then make sure your tools can deliver it.” Action Checklist Identify top and bottom 20% SKUs by margin Build a “keep / fix / retire” list for products or services Review all equipment over $50K — compare lease vs. buy Schedule replacements for critical end-of-life assets Quick Summary Refine your offer and make sure your equipment supports it — not stifles it.

For informational purposes only. Not legal, tax, or financial advice.

16 | Branding and Marketing

Your brand is a promise. Marketing proves it, every week. First, get clear: What problem do you solve? Who’s your ideal customer? What makes you different — and better? Then map your marketing mix: Paid: Search, social ads, sponsorships Earned: PR, industry awards, partnerships Shared: Reviews, referrals, social media Owned: Website, blog, newsletter, CRM

T Bank Insight Buyers with real

marketing plans tend to grow faster — and with less churn. We look for clarity on CAC, LTV, and tracking tools as a signal you’re ready to scale.

Build a 12-month content calendar around your customer’s pain points, seasonal trends, and key offers. Track leads by source and measure CAC (Customer Acquisition Cost) and LTV (Lifetime Value). Double down on what works. “Clarity + consistency + measurement turns marketing into an asset.” Action Checklist Write a one-page voice guide (tone, message, position) Build a PESO (Paid, Earned, Shared, Owned) content calendar Track leads and conversion in a CRM Calculate CAC and LTV quarterly Quick Summary If you want leads, referrals, and margin — your brand has to earn them. Every day.

For informational purposes only. Not legal, tax, or financial advice.

17 | Preparing for Launch

Internally You only get one “Day One.” Make it count — inside and out. Externally

Host an all-hands meeting on day one Share your mission and 30-day transition plan Schedule short 1:1s to listen and build rapport

Send a customer letter within 72 hours Highlight one improvement they’ll feel soon (new hours, faster service, updated portal) Finish one visible upgrade in 30 days (lobby refresh, signage, scheduling system)

T Bank Insight We can help script transition messages and build seller-shadowing plans. A thoughtful 30- day launch increases retention and builds momentum.

Case Example — Dental Practice Buyer Wins Trust Early In the first 30 days, the new owner repainted the lobby, refreshed signage, and launched text-based scheduling. Patients noticed — satisfaction scores rose, and referrals picked up. Action Checklist Draft internal and external communications pre-close Schedule two weeks of shadowing with the seller Identify one “quick win” improvement and complete it in 30 days Quick Summary Transitions win on speed, clarity, and trust. Set your tone early. Keep the message simple: “We’re keeping what works — and making it even better.” “Your first month is your introduction — make it crisp.”

For informational purposes only. Not legal, tax, or financial advice.

18 | Working with the Right Lender

The wrong lender slows you down. The right one clears the path — and walks it with you. SBA lending is nuanced. You need a team that understands:

T Bank Insight We prefer to review your deal before you submit the LOI. We’ll flag any issues early — so you don’t have to renegotiate once financing is underway.

Complex comp (bonuses, RSUs, K-1s) Permit transfers and recertifications Realistic seller notes and working capital structure Post-close support (financial performance, growth capital)

T Bank assigns a dedicated deal team — relationship manager, underwriter, and closer — from LOI through funding. We’ve helped hundreds of executives navigate approvals, surprises, and timelines. Case Example — Complex Bonus History, Fast Approval An executive buyer with variable compensation needed extra documentation. T Bank coordinated employer letters and bonus history, resolving underwriting questions without slowing the timeline. Action Checklist Draft internal and external communications pre-close Schedule two weeks of shadowing with the seller Identify one “quick win” improvement and complete it in 30 days Quick Summary With the right lender, you’ll close faster — and operate with more confidence.

For informational purposes only. Not legal, tax, or financial advice.

19 | The First 100 Days After Closing

Your job post-close: retain trust, learn fast, and build small wins. Sequence matters. Break the first 100 days into three 30-day sprints:

T Bank Insight We’ll stay available for post-close check-ins and financial reviews.

Days 1–30: Stabilize

Days 31–60: Optimize Fix what’s broken: quoting, scheduling, inventory, collections Standardize pricing, quality checks, customer response times Launch a short customer feedback survey Start implementing one or two process upgrades

Days 61–100: Grow Launch targeted

Retain key staff and confirm vendor credit Verify payroll, invoicing, and cash control systems Shadow frontline staff and observe without changing SOPs Build a rapport loop with team and seller

marketing campaigns Hire for one key role if needed Finalize first annual budget under your ownership Review compliance and lender updates

“In your first 100 days, speed matters — but sequence matters more.” Action Checklist Publish a simple dashboard and hold weekly check-ins Complete one operational upgrade by Day 60 Approve next-quarter marketing and hiring plan Quick Summary Start slow, learn fast, and sequence your actions. Build on momentum — not overwhelm. Set a rhythm Use a weekly dashboard: revenue, gross margin, cash, customer sentiment, open issues. Run a 30-minute Monday huddle: 10 minutes numbers, 10 minutes customer notes, 10 minutes risks.

For informational purposes only. Not legal, tax, or financial advice.

20 | Resources and Next Steps

Knowledge without motion is just theory. Use these tools to keep moving forward. Your next steps: Download our Companion Toolkit, which includes:

T Bank Insight Our team has financed over $1B in owner-led acquisitions. Whether you’re ready now or just exploring, we’ll give you straight answers and practical guidance.

Deal Profile Worksheet (PDF) Due Diligence Checklist (Excel) SBA Form 413 Template 100-Day Integration Planner (Google Sheet)

Book a 30-minute discovery call with a T Bank SBA specialist Create a secure due diligence folder for tax returns, PFS, and LOIs “Your lender should equip you to succeed — not just fund the deal.” Quick Summary You’re not on your own — and you don’t have to wait. Let’s take the next step together. About T Bank SBA Lending T Bank is the largest Texas-based SBA lender, serving clients nationwide. We specialize in small business acquisitions, professional practices, healthcare, logistics, and owner-occupied real estate. Our SBA team works exclusively with entrepreneurs acquiring existing businesses — often for the first time. Each transaction is supported by a dedicated team: a relationship manager, underwriter, and closer — working in sync from LOI to closing. We understand executive comp structures, seller notes, lease assignments, and the emotional curve of becoming an owner. Whether you're stepping in full- time or gradually transitioning, we help you move with clarity and confidence. Ready to own? Take the next step toward acquisition — with expert guidance and SBA financing designed for first-time owners. Rod Rodriguez Executive Vice President - SBA/USDA Lending (480) 686-0937 | rrodriguez@tbank.com | Book a meeting

For informational purposes only. Not legal, tax, or financial advice.

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