I'd say this advice is spot on, in a much smaller manner I experienced a similar problem and I became such a nuisance to the company who had bought my company t

I'd say this advice is spot on, in a much smaller manner I experienced a similar problem and I became such a nuisance to the company who had bought my company that they actually granted my vesting nearly two months early so I would leave the company. I was miserable. I went from being the guy who made decisions to being a "regional manager" which to me meant I sat on a LOT of conference calls. I think the final straw for me with the C-level execs at the company I sold to was a conference call that went like this: Call with 40+ managers discussing company wide budget figures. Second conference call of the day and the 6th of the week. It was Wednesday. "So, do we have any ideas on cost cutting techniques that we could employ while still keeping our company as a whole working together?" One guy chimes in about a rebuild of the company's intranet, another mentions having more folks visit our company's data center on a regular basis to understand what they can provide. My suggestions ... "Hey guys .... Why don't we just get off the fucking phone??!" ... ... Crickets. Now in retrospect this was terrible. I embarrassed the CEO and the CFO and more importantly myself, but looking back now I know the reason is because I was not happy with the position I took. I had very little freedom in my job(something i was not at all used to) and I directly oversaw almost no one meaning that I had very few people to share tips or tricks with which was one of the things I had enjoyed most at my office. I would have probably been happy training new management, or doing just about anything other than what I was doing, but it was not something I'd ever considered. Taking the time to consider what you really want out of an acquisition and fighting for it is certainly worth it, no one wants to be the guy sitting around counting his days.