Dear Stan,
We have been negotiating with a strategic buyer of our company for about a year now. The year has been full of business challenges that could have derailed the sale, but we addressed them all and the buyer is still at the table with a good deal for us. Our team has been stressed and there have been occasions of emotional disagreement, which we have been careful to keep among ourselves. We recently met to discuss next steps with the buyer. While the interaction was very positive, he did ask how our senior management team and shareholders were handling our conflicts.
What concerns me most is that that he detected erosion of teamwork between the senior executives. I was with him more than anyone so I’m wondering how he got that impression. I know how important it is for investors to have a comfort level in the management team of a potential acquisition. I have repeatedly raised the issue that each of us must know our roles and responsibilities and how we interact for the benefit of the company. I can’t think of anything that would have raised his concern. How did the buyer get this impression? And what do we do about it?
Signed,
Revealed in San Diego

