I invite you to try to not make your acquisition deal with the crap - especially when you're acquired and haven't yet reached self-sustaining profitability. I'v

I invite you to try to not make your acquisition deal with the crap - especially when you're acquired and haven't yet reached self-sustaining profitability. I've worked in that situation, and the problem is that while the acquirer/upper-management may think you are your own nice business entity - they still cut the IT guys, marketing, and sales staff, and upper management you had as a startup as they're seen as overhead. They tend to only purchase the talent expecting them to do just fine on their own, but you end up dealing with the same crap you had to do back at a startup in terms of dealing with training new folks - but under a pretense that you're just another acquisition. Instead of continuing executing, you spend time repeating yourself. I wish 37s was insightful enough to articulate the deceptively good scenarios that occur post-acquisition, instead of coming-off as linkbait.