“Let’s mix things up.”

We were several months into discussions with one of the world’s largest holding companies about acquiring my tech powered digital agency.

But the conversations had begun to stall.
Still waiting for a letter of intent.

I’d had endless meetings with CEOs, M&A people, accountants, lawyers. You name it, I’d met them.

They told me how much they loved us and how much they wanted us in the group.

I liked them too.
I wanted the deal.
I knew it would be right for the business, our people and our clients.

My M&A advisor kept reassuring me.
“They’re just busy. It’ll land.”

But it felt like if we didn’t get this over the line soon, something might distract them and the whole thing could quietly drift away.

So I asked him to mix things up.

I could see he wasn’t thrilled.
This would make him unpopular with the buyer, and he had other deals lined up with them.

But after a bit of coaxing, he agreed and reached out to another big bidder.

They came back quickly.
A couple of meetings later, we had a letter of intent from bidder #2.

We let #1 know they were at risk of losing out.
And within hours, a LOI landed from them too.

We sold the business, joined the group, and over the next three years doubled in size.

Looking back, that moment taught me a few things about closing any deal that go well beyond M&A.

Interest is not commitment.

Just because someone is engaged, enthusiastic, and saying the right things doesn’t mean they will act. Until there is a clear commitment, you’re still in the realm of possibility, not reality.

Momentum needs to be created.

Deals often don’t fail with a bang. They fade through drift. The leader’s job is to move things forward before they stall.

Competition sharpens decisions.

When there’s only one option on the table, urgency disappears. The moment there are two, clarity and speed tend to follow.

Time is a risk factor.

The longer something drags, the more likely it is to be derailed by something else. Speed is not impatience, it’s risk management.

And perhaps most importantly, the move that feels slightly uncomfortable is often the one that closes the deal.

I use this thinking a lot in my coaching.

Whether a client is navigating a potential acquisition, considering a new role, pitching for a major client, appointing an agency or hiring a senior leader, the patterns are remarkably similar.

We explore questions like:

Where is there interest, but no real commitment?
What would create momentum here?
What would give you leverage?
What happens if this drifts for another three months?
What is the move you’re hesitating to make?

Often the shift comes from a small but deliberate change in approach.
A second conversation.
A clearer ask.
A willingness to create a bit of tension.

Which brings me back to that moment.

“Let’s mix things up.”

A simple sentence that helped close the deal.