How to Raise the Red Flag in Diligence

Don't overstate the impact of what you're doing. Don't jam yourself in, like fixing the ERP system or implementing CRM was going to turn a dog into a star. You'd be making a huge mistake because it's not an incremental value add. Your successful failure was the quality of the widget and it was the market for widgets for sure. So, how do you know when to raise the red flag in diligence given that that is the constraint where you're the operating guy looking at a function? And usually you're brought in after the L.O.I. has been signed.