I've been through 3 acquisitions one very badly done, one well done, and one several years in that im still on the fence about. This is great advice in any case

I've been through 3 acquisitions one very badly done, one well done, and one several years in that im still on the fence about. This is great advice in any case. Even in the case when say one of your side is brought into the c suite it's important to understand that you need to find acceptance and a reason to exist according to the rules of the buyer however bizzare they may be. In the case of my one bad acquisition our ceo came in as cto, but couldn't navigate the nightmare politics of our buyer. We still ended up lacking cover and lost a ton of great people to burnout and political hijinks. Our products suffered. Our customers suffered. It took us too long to understand the rules of the game and that the real interests of the company were at odds with making our products and customers successful. Or at least that was not the primary concern. It's tough, figuring out the ground rules. Best bet is to make sure you are working in the best interests of someone who does and can guide you through it.