The first 100 days with software you inherited.

The best post-close plan starts during diligence. Ask which customer, delivery and finance processes depend on custom or heavily configured software. Record which knowledge lives with the seller, a departing employee or a single outside developer. Tie the handover obligations to named accounts, systems and people.

A closing date does not make missing access disappear. If a transfer cannot complete at closing, identify the temporary arrangement, its cost, its owner and its end date. The technology team should understand that arrangement before the business needs to rely on it.

Use the technology continuity checklist before closing.

1. Name a business decision maker, technical owner and secondary contact.
2. Verify administrator, billing and recovery access under company control.
3. Inventory the systems, integrations, SaaS tools and AI workflows behind core processes.
4. Record current incidents, scheduled jobs, renewals and near-term business deadlines.
5. Agree what changes may proceed and which need explicit approval.

These are planning windows, not a universal deadline. Adjust the sequence for access, complexity and business criticality. An unresolved critical dependency takes priority over a cosmetic improvement.

Have the team deploy and restore the critical system in a separate environment. Validate representative orders, invoices or reports with the people who use them. Capture the seller’s explanations as runbooks and decision notes, including the workarounds that are absent from formal documentation.

A backup indicator is not enough. Record the restoration test, the data date, the result, elapsed recovery time and what would still require manual work. If the test fails, the owner needs a clear remediation plan and temporary fallback.

Choose a bounded change that reduces a material dependency or improves an essential workflow. Write down the acceptance criteria and rollback plan. Compare the result with the original value assumption after the people using the system have tried it.

The right change may be a bought product, an integration, a smaller custom component or a retirement. Compare the full cost of migration, training and operation. Do not assume that software must be rewritten because it is old or unfamiliar.

Review what shipped, what remained blocked, incidents and response times, recovery health and value realized. Use that review to set the next roadmap and coverage schedule. The outcome is a repeatable operating function, with the company able to check both delivery and continuity.

For a portfolio, keep each company’s access and responsibilities clear. Shared standards can help compare records, but shared credentials or unclear cross-company permissions can create new dependencies.

Ask someone other than the primary technical contact to find the system map, identify the recovery owner and explain the next roadmap item. Confirm that the company can access the record and that unresolved risks have an owner. If only one person can explain the system, the knowledge transfer is unfinished.

The plan should state what has been verified and what has not. A time window is a management tool, not proof that the work is complete.

Ego Eimi’s acquisition continuity work connects the assessment, handover and ongoing function. Foundation contains the review and first delivery; Tech Team can own the covered systems afterward.