Thought leadership on private equity, management transformation, and organizational performance in fast-growth environments
Current thinking on private equity operations, management challenges, and organizational transformation
The days of cheap money may be over, but debt covenants are still there, growing EBITDA is still the goal and cash flows still have to eat away debt. And since financial engineering won't do the job alone, then boards are looking for operational improvements to drive returns.
READ FULL ARTICLE →Are operational improvements back in vogue? Depending on what you read, anywhere between 30-50% of Private Equity returns over the last decade can thank some form of financial engineering. A lot more people with a lot more money are now competing for the same deals.
READ FULL ARTICLE →Conventional wisdom suggests that the first thing a PE firm will do when it buys your company is to load it up with debt. The second is to fire the CEO. True enough: one-third of companies will change their CEO or CFO in the first year of ownership.
READ FULL ARTICLE →When asked about the value of Human Resources in recently acquired companies, one investor proudly explained that his first move is usually to get rid of HR, no matter what the sector. Administration, he argued, can be automated or outsourced.
READ FULL ARTICLE →The organizational consulting industry has created an expensive fiction: that competent leadership teams need external experts to tell them how to manage their organizations. The real problem isn't implementation capability. It's diagnostic intelligence.
READ FULL ARTICLE →In-depth research on organizational psychology, execution frameworks, and management performance in high-growth environments
Comprehensive research study analyzing how executive psychological profiles correlate with organizational performance during rapid scaling phases. Based on data from 200+ growth-stage companies across multiple sectors.
PREVIEW AVAILABLE →Detailed analysis of how artificial intelligence enhances traditional management due diligence processes, with comparative case studies showing improved prediction accuracy for execution risk assessment.
PREVIEW AVAILABLE →Methodological framework for cascading organizational diagnostics across multiple management levels to identify execution bottlenecks and alignment gaps before they impact performance.
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