You bought the company. Don't let what it knows walk out the door.
Acquired businesses run on the undocumented knowledge of a few senior people - and most sellers are gone within 18 to 24 months of close. QuicklyDoc runs a structured program, usually a couple of months, that captures how the work is actually done and puts it under document control, before it leaves.
Usually a couple of months • We run the capture on site • A signed report at close-out
Your playbook migrates the ERP. It doesn't capture the work.
Your integration playbook is good at what it's built for: it moves the business onto your ERP, centralizes dispatch, standardizes the pricebook and the brand. None of that captures how the work is actually done. That layer lives in a few heads, has no system behind it - and it's the part you actually paid for.
Business process - your playbook handles this
Pricing, dispatch, scripts, and brand get standardized by your integration team. This is the layer every rollup already knows how to migrate.
Craft & account knowledge - what walks out the door
How their techs service the equipment in their market, and what only the senior person knows about the key accounts. It isn't in your playbook. That's the kind we capture.
You feel it in three places.
This isn't an abstract knowledge-preservation problem. When the people who hold the how leave, it shows up in the operating numbers you already report on.
Ramp time
Every new hire takes longer to get productive - lost revenue per truck for every week they're not up to speed, because the how lives in someone's head instead of in a system.
Callbacks after a departure
When a senior tech leaves, callback and warranty rates climb - and the people left behind don't know why the job was done that way.
Seller dependence
You stay reliant on a seller who's on a TSA and mentally already gone, with no fixed point where that dependence actually ends.
You've probably already paid to solve this.
Platforms rarely ignore key-person risk - they spend on it. The trouble isn't effort or budget. It's that the usual moves never get the knowledge out of the person's head and into a system that outlasts them.
The difference is where the knowledge ends up: captured from the work itself instead of written from memory, run on a deadline instead of added to a to-do list, and left behind as a governed, queryable library instead of a binder that ages out.
A program with a deadline - run by us, executed by your people.
Not a tool you have to staff and drive. We scope the work, run the capture on site, track it against a list, and close it out with a report. The acquired team picks up more of the recording as they get comfortable with it, during real jobs, on the phones they already carry.
Scope
We come on-site as your company notetakers - sitting with the seller and senior techs to learn how the business actually runs, capturing the craft and account knowledge diligence never sees. From that, plus the deal file and job-history data, we build the critical-procedure list - typically 20 to 80 procedures - and you approve it before anything else starts.
Capture
We run this part. Our crew is on site capturing real jobs alongside the acquired team's techs, so nobody is handed an app and told to figure it out in the middle of an integration. As they get comfortable, more of the recording shifts to them, on the phones they already carry, during jobs they were running anyway. QuicklyDoc turns that footage into structured, branch-aware procedures automatically, while our engagement manager tracks coverage against the list and chases the gaps.
Validate & Govern
The seller and senior experts review and sign off through Control Docs' approval workflow. You get a versioned, governed library - and a timestamped record that knowledge-transfer obligations were met.
The Coverage Report
At close-out you receive a signed report written for an operating partner, not a training binder. It shows which critical procedures are captured and validated, which remain undocumented, and which individuals still hold them. Key-person risk, quantified - on a page your investment committee can actually read.
See a sample Coverage Report (PDF)Coverage Report
Knowledge-transfer close-out
- Every critical procedure marked captured, in progress, or still undocumented
- The named individuals who remain single points of failure
- Validated, versioned procedures ready for diligence
- A timestamped record that transfer obligations were met
The library doesn't stop at close-out.
Everything captured during the engagement becomes a system you keep: a hosted, versioned procedure library, training guides, and Field Guide - where anyone on the team can ask how a job is done and get an answer cited back to the source procedure.
Unlimited users, on purpose
Every tech, every CSR, every new hire is in from day one. A knowledge system you ration seats on is a broken one - so we never charge by the seat.
Year-one turnover support
When you make alignment hires or a senior tech retires, we help restructure and extend the library so it keeps up with the business you're actually running.
It runs again on the next deal
Capture becomes a standing line in your integration playbook - and the hire you make three years from now inherits everything the senior techs knew.
Put it in the deal.
Knowledge transfer works best when it's structured into the transaction. Many platforms attach the validated library to transition-services commitments or seller retention milestones. We give your counsel scope language to adapt - the terms stay yours.
It shows up at exit.
Documented, replicable processes are part of what buyers pay up for. A governed procedure library isn't a binder that ages out - it's an asset that survives to diligence and reads as reduced key-person risk when you sell.
Questions platforms ask
How does the capture actually work?
We start it. Our crew is on site capturing real jobs alongside the acquired company's techs, so the work gets recorded properly from the beginning rather than waiting on someone to learn a new tool mid-integration. As they get comfortable, more of the recording shifts to them, on their own phones, during the work they'd be doing anyway. QuicklyDoc scopes which procedures matter, turns that footage into structured, branch-aware procedures automatically, tracks coverage against the list, and drives the results to sign-off. The recording happens in the field, on the tools - not in a staged session or a conference room.
Is this a one-time project, or an ongoing system?
Both, in two stages. The capture program is the one-time extraction that stands the library up; after it, the living system keeps it alive. The procedures are hosted and searchable, your teams ask questions and get cited answers through Field Guide, and it's unlimited-user by design - every tech, CSR, and new hire is in from day one, because a knowledge system you ration seats on is a broken one. Your first year also includes turnover support, so the library keeps up when you make alignment hires or a senior tech retires - and the hire you make three years from now inherits what the senior techs knew.
How is this different from paying the seller to stay or hiring consultants to write SOPs?
The difference is where the knowledge comes from and what's left behind: rather than renting it for a couple of years through retention pay, or paying a consultant to write down craft they don't fully understand, QuicklyDoc captures each procedure directly from the person doing the real job and leaves you a governed, searchable library that still works long after the seller is gone.
Who runs the program - us or QuicklyDoc?
QuicklyDoc runs it: a dedicated engagement manager builds the critical-procedure list, tracks coverage every week, chases down the gaps, and drives validation through to seller sign-off - so your integration team never has to staff or steer the program. We run the capture on site to start it, then hand the recording to the acquired team as they get comfortable with it, during their real jobs.
Can we build this into the deal - and does it help when we sell later?
Most acquisitions already spell out what the seller has to hand over at close, so you can make the documented procedure library one of those requirements - which turns knowledge transfer into part of the agreement rather than a favor you hope for, and we give your counsel language to start from. It tends to pay off again at your own exit, too: a business that runs on documented, repeatable processes is worth more than one that runs on a few people's memory.
Talk to the founder.
Tell us what you're integrating and we'll walk you through how the program runs.
The founder personally runs the first platform engagements.