You bought the business. The next 100 days decide if it was a good deal.

Most new owners blow the first 100 days one of two ways.

They come in hot. New rules and a new org chart by week two, and the team that made the business worth buying starts updating their resumes.

Or they change nothing. They tell the team "nothing's changing," and the team gets nervous anyway, because something did change. The founder left.

Money works the same way. The loan feels like runway. The seller's P&L looks like the truth. Both run out of cash.

The checklist walks the sequence. Before close, it covers licenses, logins, the seller's transition clause and a CPA who has done this before. In days 1 to 30 you listen, rebuild the numbers yourself and find your real runway. In days 31 to 60 you make the first visible decision and have the conversation with your number two. In days 61 to 100 you pick the customer you're built for, get ahead of the bank and decide which seat you're in.

It's a checklist. It won't run the first 100 days for you. It will keep you from finding out in month four what you could have known in week one.