The first hundred days set expectations for the following decade. What we commit to, and what we deliberately do not change.
A change of ownership is read closely by the people inside a business, and most of what they conclude is settled in the first weeks. Silence in that period is not neutral; it is interpreted.
Our practice is to be explicit early about a small number of things: reporting cadence, the decisions that now require our involvement, and the decisions that expressly do not.
Equally, we are explicit about what will not change. Brand, pricing architecture, and clinical or production standards are not adjusted in the first year unless there is a defect that requires it.
The intention is that management spends the transition operating the business rather than interpreting its new owner. That is a modest ambition and it is met less often than it should be.