AILKEMY

"Think Further. Build Smarter. Lead Human."

After an intensive skunkworks and R&D phase, we launched AILKEMY for select client engagements. AILKEMY is a strategic intelligence consultancy that transforms information chaos into measurable alpha generation for investment professionals and leaders navigating AI transformation.

We help fund managers and executives generate measurable alpha by turning information chaos into decision-ready insights. We deliver private, board-ready intelligence that turns noise into decisive action. Confidential by default. It is either useful or it's not. We guarantee.

My Role as Co-Founder:
Product Management: Collaborated on the "Insight Engine", synthesis features, and verification methods across end-user needs.

Client Delivery: Lead MVP Insight Report pilots and the activation session that turns findings into actionable intelligence for our clients.

Go-to-Market: Built branding, sales, messaging, and narrative for executives, hedge funds, PE, VC, and large private investors.

Growth: Structured performance-aligned economics with zero long-term lock-in. Planned and launched campaigns to scale AILKEMY.

Why Clients Choose AILKEMY:
Hedge funds and multi-strategy platforms. Private equity and venture firms. Corporate strategy leaders and product teams. Large private investors and family offices.

✔️ Synthesis over summary: We reveal connections that change the decision.
✔️ Speed to signal: Time kills good ideas. We deliver while timing still pays.
✔️ Tailored intelligence: Built from first principles for your exact context.
✔️ Trusted foresight: Evidence-based and scenario-aware.
✔️ Founder accountability: You work directly with the founding team.

Signal mapping. Competitive and narrative intelligence. Scenario planning. Orthogonal validation. Regime awareness. Decision framing. Board-ready storytelling. Founder-led discovery and activation. The goal is simple: reduce decision latency and increase the quality of action.

Co-Founder, AILKEMY

Kaperider.com

About Kaperider Publishing, LLC

At Kaperider Publishing, we specialize in creating impactful books that inspire, educate, and empower readers across diverse topics, including technology, artificial intelligence, marketing, mental health, fitness, and more. Our mission is to bridge the gap between ambitious ideas and actionable outcomes, helping authors craft content that resonates with audiences and drives meaningful change.

Founded by Daniel Stouffer, a seasoned leader with over 20 years of experience in strategy, innovation, and digital transformation, Kaperider Publishing offers a unique blend of expertise, creativity, and results-oriented execution. From initial research and topic development to book outlining, authoring, and strategic marketing campaigns, we guide authors through every step of the publishing process to ensure their ideas reach the right audience.

At Kaperider, we believe that great books start with great strategies. That’s why we focus on:

🌟 Comprehensive Support: From concept to launch, we provide the tools, resources, and expertise to help authors succeed.

🌟 Actionable Insights: We simplify complex topics, transforming them into accessible, engaging content for real-world impact.

🌟 Strategic Marketing: Our tailored campaigns connect authors with readers, ensuring their work makes an impact in a competitive market.

What sets us apart is our commitment to excellence and community. Inspired by his role as a professional firefighter in Minneapolis, MN, Daniel Stouffer brings a team-first, mission-driven ethos to Kaperider Publishing. This unique perspective informs our collaborative approach, emphasizing trust, resilience, and the power of clear communication.

Whether you’re an experienced thought leader or a first-time author, Kaperider Publishing is here to help you bring your vision to life. Together, we’ll create books that inform, inspire, and leave a lasting legacy.

Author w/ Book & Newsletter Publishing

Winnebago

I'm in the middle of helping to steer a significant digital transformation initiative at Winnebago Outdoors. We're upgrading the ERP system to a new platform consisting of Microsoft D365, Salesforce, and the Teamcenter systems.

The Release Train Engineer (RTE) role is collaborative, involving deep engagement with the Agile Release Train (ART), a composite of agile teams working in concert to achieve a shared objective. Here's a closer look at what an RTE does day to day:

✔️ Navigating Complexity: An RTE acts as the captain of the ship in turbulent digital waters, guiding the ART through planning, execution, and delivery. This involves facilitating Program Increment (PI) planning sessions, a critical event where the roadmap for the next phase is charted, risks are assessed, and strategies are devised.

✔️ Fostering Synergy: One of the greatest strengths of an RTE lies in its ability to foster collaboration among diverse teams and stakeholders. This role ensures alignment across various functions, encouraging transparency and communication. The RTE serves as a bridge between strategic goals and tactical execution, ensuring everyone moves in unison towards common objectives.

✔️ Driving Value Delivery: At the heart of SAFe is the relentless focus on delivering value to customers. An RTE ensures that every element of the ART contributes to this goal, optimizing flows, removing impediments, and managing risks. This consistent drive towards efficiency and effectiveness culminates in accelerated time-to-market and enhanced product quality.

The presence of an RTE within a transformation initiative brings several advantages. These include improved coordination across teams, enhanced clarity and focus on business objectives, streamlined processes, and a significant uplift in the morale and productivity of agile teams. Essentially, an RTE turns chaos into clarity, complexity into simplicity, and plans into action.

Digital Transformation Manager

Fyndr Group

Get Your New Talent Found Faster with Fyndr.org
--------------------------------------------------------
Fyndr.org's mission is to create a more efficient, scalable, zero-cost process for hiring managers and candidates "to fynd each other", by leveraging AI technology to job search at scale.

At Fyndr.org, we help renewable energy, recycling, energy storage, and Green or Clean Tech companies find the perfect job candidate for their open positions; not just in terms of skills and qualifications, but also in personality, culture, and world outlook.

Our AI driven solutions support hiring managers and job seekers every step of the way — by connecting those hiring directly with those looking for opportunities. Job seekers are recommended by someone that knows them personally. 

Because finding your “next fyndr” isn’t just about credentials, it’s about creating opportunities for everyone involved to thrive with the resources, introductions, and opportunities to grow an awesome team.

Note: Fyndr.org is a concept, product, website, and marketing campaign created by Daniel Stouffer, as a case study to demonstrate his talents AND to help with his job search.

https://fyndr.org/about

Program & Product Manager, Owner

reThink-Solar

In 2007, a spark ignited my love for solar, fueling a drive toward a renewable future, one community at a time. Born from a desire to make solar energy accessible and affordable to all, we embarked on a quest to redefine the solar engagement. 

Starting with solar leasing in 2007, then residential sales, to commercial contracts, and now to Community Solar for all.

It's been an exhilarating ride, flavored with challenges, triumphs, and countless learning moments. Today, reThink Solar stands as a beacon for change, guiding individuals and businesses toward a brighter, more sustainable tomorrow. One that can be totally without costs or expense when you have the key ingredients.

reThink Solar's Mission

At the core of reThink Solar pulses a steadfast mission - to weave the benefits of solar energy into the fabric of everyday life. We dream of a world where everyone, regardless of whether they own or rent their home, can tap into the power of the sun.

Our mission is simple yet bold: connect our customers to local community solar farms, ensuring a minimum of 5% savings on their electric bills annually for up to two decades. Now, with our services extending across numerous states in the USA, that dream is becoming a reality. 

At reThink Solar, we believe that everyone should have access to clean and affordable energy, regardless of whether they own their home or business. That's why our community solar model is designed to connect with renters, homeowners, and small businesses alike.

The power of the sun is for everyone — because reThink Solar believes that change, like sunlight and all renewable energy, should be universal and unbound. There's no simpler path to saving on your electric bill while championing renewable energy.

https://rethink-solar.com

Renewable Energy Advisor, reThink Solar

SunPower Corporation

Coordinated prioritization, roadmap planning, product backlog management, and product team execution for $36M portfolio of related programs. Managed 9 product delivery teams, total of 50 members, engaging internal and external stakeholders and cross-functional teams to create energy storage solutions and renewable energy digital platform capabilities.

* Added 25K more customers to mobile app by developing and launching complex digital features.

* Managed 5 concurrent projects, from defining scope and allocating resources to mitigating risks, consistently delivering project plans, resource allocations, and prioritized backlogs.

* Reduced time-to-market for new SKUs from 6 months to 3 weeks by implementing new and improved new product introduction process (NPI).

What truly sets me apart is my tenacious passion, drive, and motivation. I don't back down when things get tough, even when it seems like everything is on fire. I learned this fearless attitude from my experience in the fire service. When faced with challenges, I don't run away – I run towards them. I bring this mindset to everything I do.

If you're looking for a Technical Program Manager who can navigate the complexities of your projects with confidence, deliver exceptional results, and bring a fiery passion to the table, then look no further. I'm a servant leader when it comes to agile product delivery processes, lean UX, and implementing business agility. I am ready to take on the challenge.

Technical Program Manager (storage solutions)

Elevance Health

Orchestrated product delivery timelines to achieve budget and delivery goals. Managed backlog for 25 user experience designers. Leader behind the scenes organizing and prioritizing projects with stakeholders across 7 different strategic objectives aligned to quarterly product plans. Crafted sprint plans outlining goals, tactics, schedules, risks, and resource allocation for 300+ digital products group.

* Wrote project charter and obtained team resources across 6 business units, built recurring 4-week cycles of “Plan, Do, & Measure” iterative planning cycles, resulting in formation of new business intelligence (BI) analytics team.

* Improved team throughput 11%, providing program support and direction for 5 to 7 scrum teams, clearing obstacles to ensure initiatives were delivered, meeting stakeholder requirements.

* Collaborated with procurement to improve supply chain operations for internal and vendor-maintained products, reducing onboarding of new technology into IT organizations from more than 4 months to less than 6 weeks.

But beyond all the technicalities, I am a firm believer in agile product delivery, lean UX, and embracing business agility at scale. In this fast-paced digital age, it's crucial to be able to adapt quickly to market changes and seize emerging opportunities with innovative, digitally-enabled solutions. 

That's why I leveraged lean and agile product development practices to continuously deliver top-notch products that truly impressed.

Strong advocate of agile product delivery, lean UX, and implementing business agility at scale. Support the ability to compete and thrive in the digital age by quickly responding to market changes and emerging opportunities with innovative, digitally-enabled business solutions. Leveraged lean and agile product development practices to continually deliver innovative, high-quality products (https://www.scaledagile.com).

Digital Program Manager (portfolio strategy)

Ideation, Product Management, and Strategic Thinking -- I have a proven record of managing process driven teams, as well as complex software products and web application development projects, both standard and extremely agile. 

I’ve been a contributor and leader of physical and virtual teams across many projects. I represent the user experience across the organization by breaking down the user needs, strategic vision, and delivery into achievable outcomes that drive user value.

I know exactly what it takes to drive the business, rally the engagement of diverse teams, and effectively manage programs. I’m really a Swiss Army knife relating to program management.

I help manage the user experience resources within the agile product and development processes within Anthem Healthcare. This role requires a cross-discipline approach to understanding process, workflow, and communications. I live "working in the grey" to help development, product, and user experience teams deliver valued product to the Anthem members.

Product Teams Manager (user experience)

Geostella

Executed product strategy, planned and managed road map for Solar SaaS engineering teams. Uncovered customer pain points and industry trends. Led cross-functional teams across 55-person start-up to create solar energy platform. Managed bi-weekly feature releases to drive growth and keeping ahead of the competition.

* Delivered innovative products, expanding market user adoption in first 6 months, by developing and executing revised product roadmap, aligned to company goals and customer needs, increasing leads generated 23% and PV system installations 1.1K.

* Developed and executed product roadmap, aligning with company goals and customer needs, reducing the 500+ backlog items to 75 actionable features

* Implemented agile product development methods, resulting in a 4 capability teams focused on core product lines which created 2 week release windows

* Collaborated with sales & marketing, product engineering, and field operations teams to develop effective roll-out strategies that minimized inventory costs

Geostellar pioneered big-data geomatics to make solar energy accessible, affordable and plentiful. The company is the recipient of numerous awards, including selection as an IHS Energy Innovation Pioneer, the Global Cleantech100, the Global Cleantech Cluster Association's Best of Solar, and the Always On Going Green Global 2000.

Director Product Management (field operations)

Ameriprise Financial Services, Inc.

User Experience Design with Mentoring of Agile Teams

Led user and client meetings, collected and analyze product data to determine product feasibility. Created personas, task scenarios, and navigation & solution hierarchies. Helped wireframe and prototype product with various levels of field study and usability testing to ensure ease of use.

* Launched 3 internationalized websites by placing end user in focus during entire design process.

* Co-developed new hybrid approach for agile project delivery across 8 scrum teams, reducing backlogged features 35% and team churn, and delivering more user-friendly solution.

* Decreased slack time between feature start by developers 3 days due to better requirements definition

* Wireframed and prototype the product with various levels of field study or usability testing to ensure ease of use and feasibility.

* Worked with design teams and developers to successfully launch a new partner website.

* Invented user-centered design processes and methodologies that worked within the corporate environment.

User Experience Manager with focus on wireframes, user experience, and mentoring agile teams. Examples of websites where I was the UX Lead include https://www.ameriprise.com/ and https://www.columbiathreadneedleus.com/.

Manager User Experience (product delivery)

Verisae | an Accruent company

Drove platform capabilities guided by roadmap aligned with company goals and customer needs. Conducted market research, identifying gaps in market and helped UX / UI designers better understand how research, feature value, and engineering effort connected.

* Increased market share 20% by conducting thorough market research and competitor analysis to identify opportunities for product innovation.

* Collaborated with key stakeholders, customers, and cross-functional product teams to iterate product and establish tracking metrics, improving user satisfaction ratings 30%.

* Developed and executed public relations plan with industry experts at Gartner, Forrester, and others resulting in several magazine publications and placement of Verisae in the top quadrant of energy and sustainability SaaS platforms.

As an Information Architect then promoted to Digital Product Manager, IOT Energy Management, I help design how to make the right content and features available to the right people at the right time. 

My role involved the development of content systems and product features that help users find and manage asset, energy, and environmental data and access insights through business intelligence more successfully across the Accruent IoT SaaS platform.

Verisae is a provider of technology (...purchased by Accruent) and services for big retailers, manufacturers and other complex organizations. They do one thing better than anyone else. They  help our clients manage energy, maintenance, GHG emissions, and environmental performance through a single set of closely related technologies, connected devices, and IoT innovation.

Lead Digital Product Manager (energy IoT & SaaS)

The Ground Beneath Leadership Is Shifting

If you’ve ever felt the pressure to lead through uncertainty without a map, welcome. This is where we draw the new ones. AI isn’t knocking politely at the door. It’s rewiring how teams operate, how decisions get made, and how value is created.

Old playbooks don’t bend. They break. And the burden of clarity? It’s falling squarely on you.

If you’re the one responsible for making sense of chaos for integrating new tech, managing team emotions, aligning systems, and staying strategic without burning out, then AILKEMY was built with you in mind.

You’re not a passive observer of change. You’re the one others look to when everything changes. 

AILKEMY exists to help you build that kind of organization. We don’t hype tools. We train humans to lead through disruption.

Why Read AILKEMY? 

AI won’t replace you. But teams who master human–AI collaboration will. This isn’t about man versus machine. It’s about hybrid orchestration, the art of blending automation with empathy, speed with systems thinking, and clarity with courage.

Who Reads AILKEMY? 

AILKEMY is written for the most accountable people in the room—those who don’t have the luxury of waiting for certainty. Whether you lead others, build products, run a team, or want to stay relevant, it helps you lead with clarity, not chaos.

Why I Publish AILKEMY?

I’m Daniel Stouffer. I’m an author of dozens of nonfiction books, a systems thinker, a firefighter, and a futurist. I’ve helped leaders navigate disruption for two decades, not from a theory lab, but from the front lines of change: in startups, classrooms, fire stations, and boardrooms.

I write AILKEMY because I’ve lived the pressure of needing answers when the playbook no longer works. I know what it feels like to be the one people look to in moments of uncertainty. 

This newsletter, and the “Insights-as-a-Service (AIS) we’re launching, is my way of offering a lifeline of clarity, one issue at a time.

https://news.ailkemy.com

Daniel Stouffer

Feedback encouraged.
I'm testing different ways to 'present me'. Have a look. Let me know if any of this resonates or needs a tweak. - Thanks!

----------
“AI is commoditizing most copywriting. 

I don’t sell words. I sell outcomes and risk control. I build the message framework, brand voice controls, and proof validations that make your Generative AI output sound unmistakably like you and perform as it should. 

If you want faster cycles, fewer revisions, and copy you can defend to leadership… and your customers, that’s what I do.

Do you have a voice system, or just a style guide nobody can enforce due to your tsunami of AI Slop Copy?”

Explore...👇
https://lnkd.in/eBxJH3aJ

JSESSIONID

li_at

Helping growth teams replace AI slop with copy that earns trust, converts, and scales. Think Further. Build Smarter. Lead Human.

“Your AI-generated slop content is now your stranded asset.”

Most teams think content decays slowly. That used to be true. Now it can collapse overnight. Not because your ideas got worse, but because the Internet got louder. 

AI made publishing easy. It also made trust harder. If your website, sales pages, and nurture emails sound like everyone else's, prospects do not argue. 

They simply drift away. 

The fix is not “write more.” The fix is to rebuild your content into a system that carries voice, proof, and intent. 

If your content used to convert, but now it just exists, this is for you.

Dig Deeper 👇
https://lnkd.in/gbVqYPy6

Master the art of selling your bank

I help community bank CEOs master their bank’s future — by design, not by default.

I’m the founder and former CEO/Chairman of Freedom Bank, where I led a de novo community bank through the financial crisis and ultimately sold the institution at 3.5× the original investment.

I previously served as the 133rd Chairman of the Kansas Bankers Association and as Chairman of the Kansas State Banking Board.

I’m the author of The Art of Selling Your Bank (300+ verified reviews) and the host of the Community Bank Value™ Playbook, where I help community bank CEOs understand their strategic position, strengthen their value drivers, and lead with clarity — whether they remain independent or evaluate opportunities.

My work focuses on:
• Community bank strategy
• Valuation and ability-to-pay
• M&A readiness (without forcing outcomes)
• CEO communication and board alignment
• Leadership independence
• Strategic optionality
• Timing and the strategic window

Kurt Knutson

One CEO brought 15 people into his deal team. Within weeks, word leaked. The deal died.

One CEO thought: "More people means faster work." He brought in 15 team members. Within three weeks, employees heard rumors. Word spread. Buyers backed out.

Another CEO started with exactly three people: himself, the president, and the CFO. They worked for months answering hundreds of questions. Added others only when absolutely needed. Each signed confidentiality agreements first.

Six months later: deal closed, zero leaks.

Same type of transaction. Different team size. Completely different outcomes.

Every person who knows creates risk.

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https://www.kurtknutson.com/newsletter-sign-up

Build a bank to own forever or sell tomorrow.

Kurt Knutson was a banker for forty years. He started a de novo bank, built, and successfully sold it.

He understands the challenges that bank CEOs and board members face when considering the sale of the bank.

Concerns about confidentiality and the fear of making costly mistakes or missing out on opportunities can be overwhelming, but it doesn’t have to be that way.

Kurt is now dedicated to developing educational resources and providing tools to help bank CEOs and board members gain clarity on the process of selling the bank in order to achieve the best results.

His first offering is his recently published book, "The Art of Selling Your Bank: A Bank CEOs Step-By-Step Guide".

Selling your bank can make you feel like you are standing naked in public. You must always have your bank in the best shape possible, in other words, “swimsuit-ready”.

When you understand how the process works, you will know if you are ready or what you need to do to get ready. This will reduce the “noise” of the process, calming your mind and allowing you to move forward freely and confidently for the best results.

You will be able to find answers to questions like:

●    What is our bank’s value, and what are the drivers of our value?

●    Who is interested in buying us, and what is the best method?

●    When is the best opportunity to pursue a sale?

The process of gathering this information is high-risk due to the fear of word leaking out, losing customers, and damaging value. Asking advisors for advice may feel like asking a barber if you need a haircut.

His hope is that this book will help bank CEOs gain the confidence and peace of mind so they can use their skills when it matters most.

Written by a bank CEO who has been in your shoes. Not written from the perspective of an accountant, a lawyer, or an investment banker. Use the knowledge in this book to build a bank you could own forever, but be in a position to sell tomorrow - the ultimate optionality.

The Art of Selling Your Bank: A Bank CEO's Step-By-Step Guide by Kurt Knutson

This free weekly newsletter arrives in your inbox every Saturday morning. The newsletter is written for savvy bankers who build valuable banks as if they will own them forever, but have them positioned so they could sell tomorrow.

The Savvy Banker Newsletter Sign Up

I help bank CEOs master their bank’s future - by design, not by default.

Two banks sold for $30 million on the same day. One CEO was furious. The other was thrilled. Same price.

Bank A sold at 1.88x book value. Bank B sold at 1.36x book value. Bank B's CEO was upset: "We're better capitalized and more profitable. Why a lower multiple?"

Here's what he missed: Both shareholders got $300 per share. Same return. The difference was capital policy—how much they paid out over the years.

Shareholders don't care about multiples. They care about total return.

Stop chasing multiples. Start building real value through earnings, operations, and relationships.

Most bank CEOs look at value through the rearview mirror.

Buyers don't.

They're looking out the front window -- at what your bank becomes when it's combined with theirs.

If you don't understand the difference,
you're not negotiating leverage.
You're reacting to it.

Playbook Reflection

Most bank sales don't fail because of price. They fail because CEOs lose control during three critical phases.

One CEO deferred every decision during his sale process. "Why renovate now? Let's wait." When the deal collapsed, he had no explanation. His board questioned his judgment. Top talent left.

Another CEO understood three phases: Silent Running (run normally despite uncertainty), The Balancing Act (filter decisions through multiple lenses), The Power Shift (lead confidently while authority transfers).

His deal closed successfully. Zero disruption.

Understanding phases prevents reactive decisions that kill deals.

This applies beyond banking.

Most strategic outcomes don’t hinge on what you decide.
They hinge on when you’re positioned to decide.

You can have the same bank.
The same team.
The same financials.

And experience completely different leverage—
based purely on timing.

This isn’t about urgency.
It’s about awareness.

If you don’t know where you are in the window,
you can’t use it.

#PlaybookReflections

A $14 trillion opportunity is taking shape for bankers as business owners plan their exits. However, most owners don’t consider their bankers as part of the transition.

Don’t miss out on the opportunity! 

The business banking landscape is shifting as the largest transition of ownership unfolds. 

As owners prepare their exits, upwards of $14 trillion in assets will change hands. 

This shift creates an opportunity for commercial and business bankers to support these owners during their transition while developing relationships with the next generation of executives.

Join Martin Wise, Ned Miller, Kevin Gillen, and me for “The $14 Trillion Opportunity: Helping Business Owners Prepare for Succession.” 

In this webinar on Tuesday, January 27, at noon ET, we will explore the challenges owners face in their succession planning and share best practices for bankers looking to support the transition. 

During this webinar, we will share: 
▪️ Key takeaways from recent Business Owner Exit Readiness research and what it reveals about owner mindsets and timelines.
▪️ A practical overview of the Private Company Value Leverage Matrix and the 8 Drivers of Value you can use in client conversations.
▪️ Executive management perspectives on educating bankers and clients, and positioning the banker as the “quarterback” of the advisory team.

Register free today!
https://rebrand.ly/ymnw4pa

One CEO used his trusted general counsel to sell his bank. The deal took 8 months instead of 6.

One CEO used his general counsel of 15 years. Great at banking law. Zero M&A experience.

The counsel researched every term. Accepted unusual buyer requests. Pulled the CEO into every detail. Deal took 8 months. Terms could have been better.

Another CEO hired specialized M&A counsel. They knew what was normal. Pushed back on bad requests. Deal moved fast. Terms saved more than the legal bill.

Same deal. Different counsel. Completely different outcome.

Great general lawyers aren't necessarily great specialists.

𝗣𝗮𝘀𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Keep strategic options quiet until decision time. Dump everything on the board at once. Watch them panic and ask if something is wrong.

𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Start education years early. Invite experts to speak at annual meetings. Connect market knowledge to strategic planning over time.

Old way: Options are secrets until decisions are needed.
New way: Options are part of ongoing education.

Old way: "Is something wrong?"
New way: "What's the best path forward?"

The timeline is the same. The quality of decisions is completely different.


Yesterday, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 3 Leadership Phases That Make or Break Bank Sales"

(Link to subscribe in comments below)

I’ll be participating in a panel discussion at Acquired or Be Acquired this year, alongside leaders who have been on both sides of bank M&A.

The session focuses less on transactions—and more on how CEOs think, prepare, and lead before those moments arrive.

Looking forward to the conversation.

Deals aren't done when papers are signed. They're done when customers choose to stay.

After closing, good leaders focus inward. Great leaders stay focused on customers—even when overwhelmed.

One CEO launched a calling blitz the day after closing. Top customers met the new CEO. She prepared detailed briefings 24 hours in advance.

When executives arrived prepared, customers felt valued through actions, not words.

Leadership is about priorities. What you pay attention to grows.

Build this habit now. When major transitions come, you'll protect what matters most.


Each Saturday, I send a private note called The Savvy Banker.
It’s written for bank leaders who value clarity before pressure — and want to think through strategic decisions long before they become public or urgent.

This week’s note explores:

"Community Bank CEOs: Waiting for Better Multiples? Start Building Real Value Instead"

(Link to subscribe in comments below)

Most strategic blind spots come from assuming the math is fixed.


#PlaybookReflections

One CEO handed over his customer list to a buyer. The deal fell through. He waited for the attacks. They never came.

One CEO worried constantly after sharing sensitive information with a buyer. When talks ended, he expected competitors to steal customers and employees. Nothing happened.

Why? The buyer was a serial acquirer planning multiple future deals. Breaking the NDA would destroy their reputation. Investment bankers wouldn't work with them. Sellers wouldn't trust them.

Word travels fast in banking. Reputation damage ends acquisition strategies permanently.

NDAs in major transactions carry more weight than typical legal agreements. Reputation risk protects you beyond legal enforcement.

There’s a difference between being patient
and being unaware of timing.

Most leverage isn’t lost by bad decisions.
It’s lost because leaders don’t know where they are when decisions appear.

This isn’t about urgency.
It’s about orientation.

𝗧𝗵𝗲 𝗼𝗹𝗱 𝘄𝗮𝘆: 𝗛𝗼𝗽𝗲 𝘀𝗵𝗮𝗿𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 𝗴𝗲𝘁 𝗽𝗮𝗶𝗱. 𝗧𝗵𝗲 𝗻𝗲𝘄 𝘄𝗮𝘆: 𝗠𝗮𝗸𝗲 𝘀𝘂𝗿𝗲 𝘁𝗵𝗲𝘆 𝗱𝗼.

𝗣𝗮𝘀𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Focus on closing day. Assume payments happen automatically. Deal with problems as they arise. Spend months after closing fixing data errors and handling calls.

𝗣𝗿𝗲𝘀𝗲𝗻𝘁 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵: Tell shareholders to find certificates on announcement day. Clean up data before closing. Get electronic copies of letters. Communicate regularly. Track collections actively.

Old way: Hope it works out.
New way: Actively manage it.

Old way: React to problems.
New way: Prevent problems.

The timeline is the same. The outcome is completely different.


Each Saturday, I send a private note called The Savvy Banker.
It’s written for bank leaders who value clarity before pressure — and want to think through strategic decisions long before they become public or urgent.

This week’s note explores:

"Community Bank CEOs: Waiting for Better Multiples? Start Building Real Value Instead"
(Link to subscribe in comments below)

Six months into a confidential sale, a CEO's phone rang. "I heard you might be selling." Word was out.

One CEO had a leak from a board member's "confident" conversation. Competitors called employees. One buyer backed out. Deal closed at lower price.

Another CEO required every board member to sign formal confidentiality agreements before getting information. Management signed hours before announcement.

Six months later: zero leaks, no disruption, strong terms.

Fiduciary duties exist on paper. Signed agreements exist in people's minds.

When people sign documents, responsibility becomes real.

This applies beyond banking.

𝟱 𝗪𝗮𝘆𝘀 𝘁𝗼 𝗟𝗼𝘀𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗔𝗳𝘁𝗲𝗿 𝗮 𝗠𝗲𝗿𝗴𝗲𝗿:

1) Assume customers will wait—they won't, competitors are calling

2) Send generic values messages—customers want action, not words

3) Show up unprepared—create detailed briefings 24 hours in advance

4) Focus only internal—balance integration with customer visits

5) Treat everyone the same—top customers deserve CEO attention

One CEO made all five mistakes. Lost several major customers. Another did the opposite. Lost zero.

Protect relationships through action. Stay externally focused during internal chaos.

5 Mistakes That Kill Deals in First Buyer Meetings:

1) Rambling through history—create a tight 15-minute overview instead

2) Making it about you—give credit to your team, show depth beyond yourself

3) Getting defensive about loyalty—position team as talented people who'd thrive elsewhere

4) Asking too many detailed questions—save due diligence for later

5) Missing interest signals—read the room (leaning in = good, checking phones = bad)

One CEO made all five. Left early. No offer. Another prepared carefully. Meeting ran over. Strong offer.

You get one first impression.

The strongest leaders know when they need help. That's strength, not weakness.

One CEO contacted potential buyers himself to save fees. Within a week, everyone knew. Employees worried. Customers left. He destroyed value.

Another CEO hired an advisor with years of buyer relationships. Eight buyers contacted. Five interested. Nobody knew which bank was for sale.

Leadership isn't doing everything yourself. It's knowing when specialized relationships multiply your success.

Start building advisor relationships now—before you need them. When major moves come, you'll have partners who protect what you've built.


Tomorrow, in my free newsletter, “The Savvy Banker,” I break down topics like this for leaders who want to take charge of their bank’s future.

This week's topic:

"Community Bank CEOs: The 3 Leadership Phases That Make or Break Bank Sales"

(Link to subscribe in comments below)

Uncertainty sounds different than disagreement.

The deal closed Friday. One CEO fought his new role. Within six months, he was gone, bitter.

One CEO couldn't let go. Questioned decisions. Told people, "That's not how we did it." Left bitter within six months.

Another CEO made two lists: responsibilities lost (board prep, regulatory reports) and things that energized him (customers, team, strategy).

Many draining duties? Gone. Many energizing activities? He could still do them.

He took his first real vacation in 15 years.

Same situation. Different perspective. Completely different outcome.

Cling to past authority or embrace new possibilities?

#ExecutiveLeadership #CareerTransitions #BankingLeadership #LeadershipDevelopment


- Kurt Knutson

I’m not a lawyer, accountant, or investment banker. I’m just a banker who’s been through it.

I post here daily at 7:10am and 4:10pm, weekends too.

And if you want the full roadmap, my book “The Art of Selling Your Bank” has you covered.

Available on Amazon, Audible, and Spotify.

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