BLUF: I'm looking for advice on how to handle a one on one meeting with an SVP from the acquiring company.

Relevant Detail: our small software company was acquired by one of the world’s largest software companies last month. It was friendly, our technology complements theirs, and they will be integrating us completely. I lead a small team of developers focused on high visibility, strategic projects. I have been invited to a “one on one” with the SVP who is responsible for a broad range of software, including ours. He is two or three levels above me (depending on how the org chart shakes out over the coming weeks).

I don’t know the agenda. I’ve already prepared the briefing book.

What kinds of questions might I ask? What should I be prepared for?

Mark's picture
Admin Role Badge

The briefing book - being that prepared - is really what's important.

But, here's what I'd want to know:

- Can you give me some insight into strategic direction/changes thereto?

- How can my group contribute?

- What are the plans for (each of our projects)?

- What plans are there for our group beyond these projects?


jhack's picture

Thank you, Mark. Good questions - I see how the focus on their strategy and plans should form the core of the conversation (and it's got me thinking of more specific questions regarding the product and marketing strategies and how my team might contribute.)

Anyone else out there been in this situation? I'd very much appreciate any anecdotal insight into what the content or subtext of such a converstation might be.

asteriskrntt1's picture

Hi John

(and yes, I got your email, thank you very much)

I asked a semi-similar but not exact question a couple of weeks ago in this thread

Wendii provided quite a comprehensive list, as did many others. Hope this helps.


jhack's picture

Had the meeting this week. Thanks for all the ideas. The briefing book was the cornerstone of the meeting. That is a gem of an idea; everyone should have one prepared at all times.

Having solid answers to his questions (primarily project status, team member bios, and mission), and print-outs for him to take away, allowed the meeting to quickly move from "what do you do, should I take your team seriously" to "here's our mission and here's how you can help."

Didn't really ask questions; he answered most of mine (see Mark's reply) in the course of the meeting, and I now know our key project and how it fits into the larger group's strategy.

Sincere thanks,


asteriskrntt1's picture

Hi John

Glad it went well. Hope you are feeling more comfortable now.