He has also ran all SIX Global Marathon Majors, Won TWO ESPY's, and become a global Ambassador for the Special Olympics. He’s an Adidas-sponsored athlete, an author, and a public speaker.

Topics:

1. From Overweight to Ironman
2. Inclusion Through Sport
3. The 1% Better Philosophy
4. Limiting Parenting Beliefs

...and so much more.

Top Takeaways

1. Reset limiting beliefs at the top. In Chris’s story, the biggest constraint wasn’t physical, it was what parents were told their child couldn’t do. Once those protection-driven beliefs shifted, everything else followed: training, discipline, results. The same applies in business. What leaders believe about their team or growth potential sets the ceiling. If leadership operates with constraint, that mindset spreads fast. But when leaders expand what’s possible, behavior follows—teams take bigger swings, operators push further, and performance changes.

1. Commit to 1% better, every day. The biggest transformations don’t come from massive leaps, they’re built through small, consistent improvements. Over time, those incremental gains compound into outsized results. For Chris, that meant stacking daily progress until an “overweight beginner” became an Ironman and global athlete.

1. Speakers like Chris Nikic break the pattern of predictable AGMs. An external speaker helps break up a full day of presentations and makes the event more memorable—something you’d actually want to talk about afterward. Chris brings a real, human example of what consistency and long-term effort look like, making ideas like compounding and execution easier to connect with.

About 1% Better Chris Nikic Foundation

The 1% Better Foundation is a nonprofit initiative that supports individuals with intellectual and developmental disabilities by expanding access to fitness, training, and inclusive opportunities. It helps them build confidence, independence, and a path to reach their full potential.

1. Venue Do’s & Don’ts
2. Agendas for Emerging Managers
3. Panels vs. Single Presenters
4. Public LP Constraints
5. AGMs as a Brand Opportunity

...and so much more.

Brian Bank shares what actually makes AGMs stand out from an LP’s perspective—from venue and agenda to networking, speakers, and swag. It offers clear, experience-driven takeaways for GPs and emerging managers who want their AGM to feel differentiated and worth the trip.

Top Takeaways

1. Choose a venue LPs will remember. The AGMs that stand out don’t stay in hotel ballrooms. They bring LPs to portco sites, operating assets, sporting venues, museums, or distinctly local experiences. The right venue either reinforces the investment strategy or creates a memorable experience that LPs will still recall long after AGM season ends.

1. Never assume LPs remember who you are. AGMs often include new faces. Always reintroduce the team, restate strategy, and provide context for roles and investments. Clear speaker handoffs and background reminders prevent confusion and disengagement.

1. Reinforce the firm you’re becoming, not just the fund you raised. An AGM is both a branding and promotional moment. Speaker selection, team visibility, and agenda structure should signal institutional depth, succession, and where the firm is headed next. Highlight rising leaders, repeat portfolio CEOs, and functional expertise to show LPs what Fund II or Fund III will look like.

1. Build differentiation into every detail. Templates, venues, speakers, and formats repeated year after year erode impact. The most effective AGMs ask one question throughout planning: What will make this one distinct from the other 20 meetings LPs attend this year?

About Brian Bank

Brian Bank is a seasoned strategy and client relations executive in the Investment Funds Group at Kirkland & Ellis. With 25+ years of experience as both an institutional LP and a placement agent, he’s committed capital across asset classes, served on multiple LPACs, and attended hundreds of AGMs. This gives him a firsthand view of what LPs actually value in investor relations and annual meetings.

About Kirkland & Ellis

Kirkland & Ellis is a global law firm known for its strength in corporate, litigation, and client advisory work across industries including private equity, M&A, and finance. The firm regularly advises leading investors and funds on complex transactions, strategy, and governance, and has built a reputation for deep legal expertise paired with practical, business-focused guidance.

Topics:

1. Comms Best Practices
2. Use of Panels & Presenters
3. AI & Technology Discussion
4. Swag Strategy
5. What Makes an AGM Memorable

...and so much more.

Top Takeaways

1. Design the AGM experience around LP value, not GP convenience. The meetings that stand out offer insights LPs can’t get from quarterly reports and meaningful face time with people they rarely interact with, such as operating partners, VPs on the deal teams, or former CEOs who’ve exited a business and want to do it again with the firm. Easy-to-reach locations matter, and portfolio “field trips” are a bonus when feasible.

1. The best structure for AGM materials and portfolio updates. The strongest AGMs follow a clear arc: a concise firm update, current macro and sector context, and a disciplined walk-through of the portfolio. Macro commentary should always be tied to company-level impact. Portfolio deep dives should restate the original thesis, show what has changed since acquisition, and explain how capital structure, timelines, and return expectations have evolved.

1. Swag: What LPs keep vs. what they toss. If you’re giving out clothing, assume it might end up at Goodwill. Fit is hard, branding is risky, and most items won’t get worn. Consumables almost always are a safe bet: high-quality, portable, and waste-free. The best swag ties back to a portfolio company or the firm’s ethos in a thoughtful way. If it feels generic, it probably is.

About Liz Weindruch

Liz Weindruch is a Managing Director on the Diversified Alternative Equity team at Barings, where she serves on the investment committee and leads global fund, co-investment, and secondary origination and underwriting. With 20+ years in private markets, Liz has reviewed and attended hundreds of AGMs across funds, vintages, and strategies, giving her a front-row view into what actually works from an LP perspective.

About Barings

Barings is a global investment management firm headquartered in Charlotte, North Carolina. The firm manages $480B+ across public and private markets—including fixed income, real assets, and alternatives—for institutional, insurance, and intermediary clients across North America, Europe, and Asia Pacific.

1. “99% Right Is 100% Wrong” Mindset
2. Maximizing Outcomes in a Sale Process
3. Post-Close Seller Regrets

...and so much more.

Top Takeaways

1. Make your first deals your brand. Matt emphasizes that early deals define how the market sees you and become proof of your standards and the caliber of clients you can win. That’s why it pays to set a clear bar for what you’ll take on: deal quality, counterparty strength, and your ability to run a clean process.

1. Build an advisory board with a clear purpose. Matt notes that advisory boards only create value when you’re clear on what you want from them At Edgeview, advisors were brought in for credibility, introductions, and high-level guidance. That clarity kept the relationship lightweight and efficient. Decide early whether you need a stamp-of-approval and network board with periodic check-ins or an operator board that requires heavy preparation and greater accountability.

1. Private business owners: not every great outcome is a sale. The best path forward might be a recap, a minority partner, or a keep-and-grow strategy with the right buyer. Before going to market, owners should align on liquidity needs, legacy goals, leadership succession, and employee impact. That clarity reframes value from price alone to after-tax outcomes and long-term fit.

1. Mid-level bankers: don’t get stuck as “the execution person.” If you don’t build a revenue lane, you’ll never leave the trenches. The bankers who create real leverage carve out a clear wedge—a vertical, sponsor set, buyer niche, or unique POV—and spend real time developing deal flow and ideas, not just executing.

About Matt Salisbury

Matt Salisbury has built, scaled, and exited two successful investment banking firms over a 25+ year career, advising on 100+ M&A and strategic transactions primarily for private business owners. Matt launched EVP Strategic Advisors to focus on helping entrepreneurs navigate complex strategic decisions with clarity and confidence.

About EVP Strategic Advisors

EVP Strategic Advisors is a boutique advisory firm dedicated exclusively to privately held and family-owned businesses. Rather than pushing owners toward a transaction, EVP helps founders clarify their long-term goals, evaluate strategic options, and maximize outcomes across growth, liquidity, and legacy.

1. How Sponsors Communicate Efficiently
2. What Investors Look For in First Calls
3. Lower Middle Market Buy-and-Build Strategies

...and so much more.

Top Takeaways

1. Match your capital partners to your stage of maturity. Grant notes that choosing the right capital partner upfront prevents misalignment and speeds your path forward. For example, early sponsors gain the most by co-sponsoring with seasoned PE funds to learn what “good” looks like. Sponsors aiming to raise a future fund need co-investors who protect attribution and let them build a clean track record.

1. Lead with the value you’ll create, not the deal you found. Grant sees it all the time: independent sponsors spend 45 minutes on deal mechanics and leave only a few minutes on the plan that actually drives returns. It’s backwards. Investors care far more about the growth thesis, the value levers, the M&A roadmap, and why you are the right person to execute it.

1. VOC + Market Mapping is the new standard for top sponsors. Grant expects more sponsors to invest in structured market studies, especially voice of customer to validate why the company wins, and market mapping to define the actual M&A universe. Most sponsors talk about add-ons, but few can prove how many targets exist, which ones fit, or whether sellers transact. Investors back the sponsors who can quantify this, not just claim it.

About Grant Kornman

Grant Kornman is a former independent sponsor with more than a decade of experience buying and growing lower-middle-market companies. He co-founded NCK Capital and built a track record across multiple sectors through disciplined investing and operator-level execution. As a Partner at Align Collaborate, Grant brings a sponsor-first approach to equity shaped by a deep understanding of what independent sponsors need to execute and create value.

About Align Collaborate

Align Collaborate is an equity partner purpose-built for independent sponsors. Launched by Align Capital Partners in partnership with Grant and Michael Kornman, the firm provides fast, flexible equity for lower middle-market buyouts. Their model is designed around the realities of the IS ecosystem: clean attribution, quick decisions, tailored structures, and the option to leverage ACP’s operational resources.

• Emotional Highs & Lows of Founders
• Why Hire Above Your Skill Set
• Learning to Spot Opportunities

...and so much more.

Top Takeaways

• Founders: Build a culture of cheap experiments and fast iteration. The first version of BluWave was a platform people liked in theory but hated in execution. That’s when the team leaned on Jim Collins’ “bullets before cannonballs” approach: test small, validate, then scale. Sean ran a series of low-risk experiments to see what actually worked before committing resources. By iterating quickly and scaling only what the market proved out, BluWave went from zero traction to the 2021 Inc. 5000 list of fastest-growing PE firms.

• Ask for help before you hit a wall. Sean nearly shut the business down because he tried to solve everything alone. Jordan saw the same thing: real breakthroughs only happened after admitting he was stuck. For founders, isolation is dangerous. Build a habit of pulling in outside perspectives early to shorten cycles, avoid blind spots, and make better decisions.

• Train your brain to see opportunity, not risk. Sean’s team uses the “red car theory”: whatever you train your brain to look for (red cars, opportunities, inefficiencies), you’ll start noticing them everywhere. Most people default to scanning for risks. Great operators do the opposite and train their attention toward leverage points. Practice that habit long enough, and it becomes a real advantage.

About Sean Mooney

Sean Mooney is the Founder and CEO of BluWave, a market network built for private equity. After two decades as a PE partner, he left a stable career to solve a recurring bottleneck he saw firsthand: the difficulty of finding reliable, high-quality third-party resources quickly. Today, BluWave serves hundreds of firms and their portfolio companies.

About BluWave

BluWave is a Nashville-based platform that connects private equity firms and their portfolio companies with vetted third-party resources for diligence, value creation, and preparation for sale. It combines a curated network with a high-touch matching process to help teams find the specialists they need quickly and reliably.

• Early Fundraising Mistakes
• Culture of Constructive Debate
• Using Data for Value Creation 

...and so much more.

Top Takeaways

• Simplicity is a fundraising advantage. New managers often try to stand out with creative structures or mixed strategies. Instead, make it easy for investors to say “yes”: standard 2/20 terms, one defined strategy, three memorable differentiators, and an ongoing dialogue with investors. Predictability builds trust—and trust raises funds.

• Healthy debate drives better decisions. Rotunda’s culture is built on one principle: “Disrespect the idea, respect the colleague.” Every voice—associate or senior—is encouraged to challenge assumptions and pressure-test deals, but never the person presenting them. And if alignment isn’t there, the deal is dropped. Forcing a divided deal almost always costs more than the opportunity lost.

• Strategy maps make execution measurable. Before closing a deal, Rotunda aligns with management on a 3- to 5-year vision, defining success through clear EBITDA targets, growth priorities, milestones, etc. Post-close, that strategy map becomes a living document reviewed monthly and used to guide board discussions. Every new opportunity is tested against it. If it’s not on the map, it waits unless the team agrees to revise the plan. The result is sharper alignment, disciplined execution, and fewer “shiny object” distractions.

• Execution creates optionality. John’s mantra “Get Sh*t Done” captures his belief that motion beats perfection. At Rotunda, that mindset led to bold experimentation: hiring data scientists before it was common, testing new pricing models, and launching analytics projects. Every executed idea broadens perspective and adds insight. Stack enough of them, and you create optionality. 

About John Fruehwirth

John Fruehwirth is the Managing Partner and co-founder of Rotunda Capital Partners. With 20+ years of experience across debt and equity investing, he’s built a reputation for pairing disciplined execution with data-driven decision-making. Fruehwirth champions a hands-on, collaborative approach, focusing on operational improvement, culture, and measurable value creation.

About Rotunda Capital Partners

Rotunda Capital Partners is an operationally-oriented private equity firm that partners with founder- and family-owned companies in the lower-middle market. They focus on value-added distribution, asset-light logistics and service-oriented industrial sectors, employing a model built around people, process, technology and data to drive sustainable growth.

• How to Prepare for a Sale
• Customer Diversification as a Growth Lever
• Importance of Board Culture

...and so much more.

Top Takeaways

• Keep leverage in check for stability. In the ImpactXM deal, David’s team held the company for 10 years and achieved a 21x ROI. When COVID hit, low leverage and a diversified service mix kept the business alive. The lesson for independent sponsors: don’t overextend just to win a deal. A strong balance sheet and disciplined cash management create the runway to survive shocks and capture long-term upside.

• Get the books in order before diligence. David explains that many deals fall apart because sellers aren’t prepared. Independent sponsors should push for clean reporting, monthly closes, and 13-week cash flows. These basics streamline diligence, build investor confidence, and keep management focused on running the business.

• Board culture can drive exponential growth. Founder-led businesses often lack formal boards. Independent sponsors can add immediate value by instituting structured board meetings. Simple steps, like setting agendas, tracking follow-ups, and standardizing reporting, can shift a company from reactive to strategic and set the stage for growth.

About David Acharya

David Acharya is the Managing Partner of Acharya Capital Partners, leading the firm’s investing, strategy, and operations. With 25+ years of investing and transaction experience, he’s known for hands-on value creation. He began his career in investment banking at JPMorgan Chase and Toronto Dominion, where he helped raise $18B+ across telecom, media, consumer, and financial sectors.

About Acharya Capital Partners

Acharya Capital Partners (ACP) is a New York–based independent sponsor firm specializing in lower middle-market investments. The firm partners with founders and management teams to drive growth through disciplined buy-and-build strategies, operational enhancements, and professionalized governance. ACP focuses on companies in technology, media and telecommunications, marketing services, and light manufacturing, typically with $3–20 million of EBITDA.

• Thematic Sourcing for Better Deals
• How to Fortify the Foundation Post-Close
• People & Culture as a Value Driver

...and so much more.

Top Takeaways

• Build a data-driven foundation. Eliot and Jordan agree it’s impossible to manage what you can’t measure. In the first 120 days, Broadwing focuses on defining key KPIs, setting a reporting cadence, and creating a single source of truth for data. This alignment between hard data and management’s intuition drives smarter decisions on sales, costs, and growth. 

• Put people at the center of value creation. Broadwing Capital believes the people inside portfolio companies are the true foundation of growth. That’s why culture should be valued as highly as financial performance. Their mantra—“Onsite early, onsite often”—reflects a hands-on approach where building meaningful relationships accelerates execution.

• Lead with humility. In an industry known for confidence and control, Broadwing makes humility a core value. They emphasize listening to operators, learning from management teams, and recognizing that sector expertise often runs deeper inside the portfolio company than at the fund. That mindset builds trust and strengthens partnerships.

About Eliot Kerlin

Eliot Kerlin is the Founder & Managing Partner at Broadwing Capital, where he leads deal origination and works closely with management teams post-acquisition to deliver transformative results. Active in private equity since 2000, he brings extensive experience in M&A, corporate strategy, performance improvement, and value realization through sales, public offerings, and dividend recapitalizations.

About Broadwing Capital

Broadwing Capital is a Dallas-based private equity firm targeting North American companies with $5–30 million in EBITDA. The firm focuses on founder- and family-owned businesses, providing both capital and operational expertise to accelerate growth. Its hands-on approach emphasizes culture, collaboration, and community impact to build more sustainable companies.

• Fundraising Lessons from a $1.6B Fund
• A Carve-Out Playbook That Scales
• Why You Need a One-Page Strategy

...and so much more.

Top Takeaways

• Keep strategy simple. Instead of 50-slide strategy decks, Chris insists on a one-pager with two to four clear priorities. Every team member, from associate to partner, should be able to recite them. Simplicity drives alignment and execution.

• 3 actionable tips for hiring executives. First, focus on three traits: intelligence, hustle, and the ability to lead. Second, use third-party assessment tools to better evaluate candidates. Third, test humility in real life. At Pacific Avenue, that means taking candidates out to a meal and watching the small interactions. If someone can’t treat people well in everyday settings, they won’t be a good leader inside the company.

• Make it safe to fail, so you can win consistently. Pacific Avenue’s rule: surface mistakes quickly, fix them, and move on. In fundraising, it’s asking for genuine feedback when LPs push back and refining the pitch. In operations, it’s changing course when a carve-out plan isn’t working. As Chris puts it, “It’s okay to be wrong. It's not okay to stay wrong.”

• Look at the past to plan the future. When assessing carve-outs, Pacific Avenue starts by asking: What did this business look like before the corporate parent? Often, it was a strong, growing standalone that later got deprioritized. That history matters because if the business thrived once, there’s a strong case it can thrive again with the right strategy.

About Chris Sznewajs

Chris Sznewajs is the Managing Partner and Founder of Pacific Avenue Capital Partners. A veteran investor in complex carve-outs and special situations, he brings decades of experience in private equity and operational turnarounds. Before launching Pacific Avenue in 2018, he was a Principal at The Gores Group and began his career in Bain & Company’s restructuring practice. 

About Pacific Avenue Capital Partners

Pacific Avenue Capital Partners is an LA-based private equity firm focused on middle-market carve-outs, corporate divestitures, and other complex situations. The firm works hand-in-hand with management teams to unlock value through operational improvements and growth strategies. With the rapid close of its $1.6B Fund II in under four months, Pacific Avenue now manages over $3.8B in AUM.

• What to Prioritize in Your First Deal
• How to Vet Founder-Led Companies
• Capital Trends for Independent Sponsors

...and so much more.

Top Takeaways

• Bet on grit, not credentials. Dan jokes that both Jordan and Douglas had terrible business ideas when he first met them, but he backed them anyway for their grit and drive. Douglas echoes the same philosophy in his hiring practices. It’s not about Ivy League degrees, but how people show up when things go wrong. Character under pressure beats credentials on paper.

• Desperation ruins deals—discipline builds reputations. Dan shares how the pressure to close your first deal can cloud judgment. When you're afraid of spooking the seller, it’s tempting to rush diligence and ignore red flags. But one bad deal can damage your reputation for years. His advice: slow down, validate the opportunity, and don’t let emotion override your standards.

• It's never too early to address gaps. Douglas explains that waiting until after close to address gaps—like ERP systems implementation or CFO hires—can create unnecessary delays. Instead, start those workstreams during diligence. It sets clear expectations, secures buy-in from sellers, and ensures you hit the ground running from day one.

About Douglas Song

Douglas is the Managing Partner at Prodos Capital and a veteran independent sponsor with decades of experience in restructuring and lower-middle market buyouts. He focuses on founder-led businesses with strong cash flow and growth potential. Douglas was raised in a South Korean immigrant family of entrepreneurs—an experience that shaped the values he brings to his work today.

About Prodos Capital

Prodos Capital is a New York–based private investment firm operating under the independent sponsor model. It acquires and grows lower middle-market companies with strong cash flow and sustainable advantages. The team partners with management, capital providers, and operating partners to build long-term value without the constraints of a committed fund..

About Dan Lee

Dan Lee is a seasoned investor and operator with experience in private equity, investment banking, and advisory. He recently started his own firm dedicated to serving the independent sponsor community. Dan brings a people-first approach grounded in collaboration, trust, and long-term partnerships.

About Pin High Strategies

Pin High Strategies is a boutique merchant banking and advisory firm that works with independent sponsors and founder-led businesses. Its services cover the full deal lifecycle, including sourcing, due diligence, structuring, execution, and post-close value creation.

• Hybrid Model: PE + Search Fund
• A Strong Operator Profile
• Equity & Structure in Operator Deals

...and so much more.

Top Takeaways

• Succession is one of the biggest overlooked opportunities in the lower middle market. Over 50% of small business owners in the U.S. are nearing retirement age, but many lack a clear succession plan. For investors and operators, that’s an opportunity. Firms like Novastone Partners are targeting founder-owned businesses with $15M–$40M in enterprise value, where the right leadership transition can unlock serious value.

• Founders trust operators who’ve walked in their shoes. Founders want someone they can trust to take over. That’s why industry veterans often have an advantage. Operators in their 40s or 50s, with 20+ years in the same industry, can have peer-to-peer conversations with sellers from day one. They’re seen as real successors, not just financial buyers.

• The search will test you more than the acquisition itself. The search phase is where most aspiring buyers drop off. It’s long, unstructured, and full of dead ends. Even great operators can struggle if they underestimate how different sourcing is from leading. Don’t go it alone. Look for models like Novastone’s that offer salary, hands-on deal support, and a team to help with sourcing, outreach, and diligence. 

About Maxwell Taylor

Maxwell Taylor is Managing Director at Novastone Partners, where he leads operator selection, platform development, and deal execution. With a background in private equity and experience working with mid-career executives, Max helps bridge the gap between operators and business ownership. 

About Novastone Partners

Novastone Partners is an operator-led buyout firm focused on solving the succession crisis in the lower middle market. The firm backs experienced industry executives to acquire and grow founder-owned businesses with $15M–$40M in enterprise value. Since 2020, Novastone has backed over 70 operators and closed 24+ acquisitions.

• Founder Misconceptions About PE
• Friction Points in Integration 
• Signs a Business Is M&A-Ready

...and so much more.

Top Takeaways

• Roll-ups require a clear playbook or you’ll struggle to scale. Justin shares that Agellus Capital targets fragmented, non-discretionary markets and looks for add-ons with high recurring revenue and complementary services. Without clear acquisition criteria, you risk stitching together unrelated businesses with no strategic fit. That leads to operational headaches, zero synergies, and a portfolio that’s tough to grow or sell.

• Integration fails when PE firms underestimate founder attachment. Every founder thinks their playbook is the gold standard, which makes cultural and operational alignment tough. Justin warns that without early investment in rebranding, leadership clarity, and shared values, resentment builds fast and integration risks becoming a post-close drag on value.

• Want to sell in 12–24 months? Focus on building a business that runs without you. Justin explains that to attract private equity buyers, founders need to nail three critical areas before pursuing M&A: scalable systems, consistent and defensible EBITDA, and a strong leadership team that doesn’t rely on the founder. Without these, you’re not selling a business—you’re selling your job.

About Justin Smith

Justin Smith is Managing Director and Head of Business Development at Agellus Capital. With 13+ years of experience in private equity, M&A advisory, and investment management, he leads the firm’s deal sourcing and relationship-building efforts. In 2025, he was named a “Private Equity BD Professional to Watch” by ACG.

About Agellus Capital

Agellus Capital is a lower-middle-market private equity firm focused on essential, non-discretionary services in fragmented industries. The firm targets businesses with $2M–$20M of EBITDA and employs a disciplined buy-and-build strategy. Backed by a $400M debut fund, Agellus is actively scaling platforms across the U.S. through strategic acquisitions.

• Pre-LOI: How Independent Sponsors Win Deals
• LOI Execution: Structure, Risks, Mistakes
• Good vs. Bad Post-LOI Diligence
• What Attracts and Repels Capital

...and so much more.

Top Takeaways

• Rollover is your edge against strategics. Strategic buyers often can’t offer it. Independent sponsors can—that’s your edge. Typical range is 10–40%, and when structured well, the second bite can be worth more than the first. It aligns incentives, keeps sellers engaged, and shows you’re building with them instead of just buying them out.

• An LOI isn’t a victory if it’s not fundable. Signing an LOI with mispriced risk, unrealistic earnouts, or soft terms might feel like a win, but it’s not fundable. Capital partners will walk, and worse, re-cutting terms after signing can fracture trust with the seller. John’s advice: pressure-test your LOI with capital providers before it reaches the seller’s desk. 

• Call out red flags early—or risk killing the deal later. Strong diligence starts with a clear timeline, experienced advisors, and structured checkpoints to raise red flags before they become roadblocks. John warns that bad diligence often means avoiding tough conversations about risk. If you're not surfacing problems early, you're setting yourself up for failure post-LOI.

• Stay exit-ready from day one post-close. Even if you’re planning to hold for five years, act like you’ll sell in two. That means clean financials, documented systems, and clear growth metrics. You never know when the perfect buyer will come knocking. The sponsors who are prepared are the ones who cash in early.

• Choose advisors who know the IS model, not just deals in general. John shares that many first-time independent sponsors make the mistake of hiring advisors who don’t understand the nuances of independent sponsor deals, like capital stack structuring or running a capital raise alongside diligence. Look for professionals who have worked on multiple independent sponsor transactions and understand the pressure points before and after the LOI.

About John Koeppel

John Koeppel is a Partner at Lippes Mathias, where he leads the firm’s Private Equity and Independent Sponsor practice. With 25+ years of experience, John has structured and closed 250+ deals ranging from $5M to $250M+. His work has earned recognition from Best Lawyers in America, Chambers USA, and Super Lawyers.

About Lippes Mathias

Lippes Mathias is a full-service law firm that advises independent sponsors, family offices, and institutional investors throughout the full lifecycle of a transaction—from LOI to exit. Known for its deep transactional experience and business-first mindset, the firm is a trusted legal partner to dealmakers across the lower middle market and beyond.

• 3 Pillars of Growth for Small Businesses
• How to Assess Exit Readiness
• Types of Founder Transitions in PE Deals

...and so much more.

Top Takeaways

• Not all revenue is worth the risk. Jordan shares how 51 Labs landed a $150K recruiting project—but was it smart expansion or just a distraction? Greg’s rule: If an opportunity adds complexity without strengthening your core, it’s a no-go. Instead, focus on adjacent services that deepen customer relationships.

• Incentives only work when they’re simple and tied to reality. At Argosy, the bonus system relies on two main principles: First, the company must meet a minimum profitability threshold; then, individual bonuses are paid based on specific, trackable KPIs. In smaller businesses, every hour and dollar counts, and your incentive structure should reflect that.

• You can’t scale what you haven’t stabilized. Founders rush into M&A for growth, but Greg warns: You can’t build the second floor before reinforcing the foundation. Most $1–3M EBITDA companies still lack robust finance, sales, and operations functions. Without those, acquisitions don’t create leverage—they multiply chaos.

About Greg Mayer

Greg Mayer is a Partner and Head of Portfolio Operations at Argosy Healthcare Partners. A former U.S. Marine Corps Armor Officer turned private equity operator, he works hands-on with leadership teams to drive operational improvements and maximize shareholder value.

About Argosy Healthcare Partners

Argosy Healthcare Partners is a private equity firm focused on founder-owned healthcare businesses in the lower middle market. Specializing in control transactions, the firm partners with leadership teams to preserve culture, reinvest in operations, and drive sustainable growth.

• Why Sellers Walk Away Last Minute
• How to Avoid Post-Sale Regret
• Why Early Exit Planning Matters

...and so much more.

Top Takeaways

• Selling a business is more than just a transaction. Most owners think they’re ready to sell—until they realize they’re walking away from more than just a company. Their business has been their routine, their problem to solve, their social circle, and their purpose. Without it, what gets them out of bed in the morning? That uncertainty breeds fear and hesitation, leading sellers to unconsciously derail deals with impossible demands. Denise emphasizes that the smoothest exits are both financially prepared and emotionally planned.

• M&A needs a human touch. For many owners, selling a business isn’t just a transaction. It’s letting go of something they built, nurtured, and sacrificed for. Yet, M&A language couldn’t be colder. Getting a “tombstone” to mark the sale can feel tone-deaf to someone selling their life’s work. Denise and Jordan agree: a little empathy, thoughtful communication, and recognizing the emotional weight of an exit can make the seller feel respected and understood.

• The key to a happy exit? Planning early. Most owners wait too long to think about selling—until burnout, personal changes, or an unexpected offer forces a rushed decision. The happiest exits happen when owners plan years in advance. Denise advises starting with two key steps: define what a successful exit looks like for you and identify what work provides beyond money. The sooner you know what you’ll need to replace, the smoother the transition will be.

About Denise Logan

Denise Logan knows what keeps business owners up at night. A former lawyer, mental health professional, and entrepreneur, she helps founders navigate the emotional side of selling their businesses. Her bestselling book “The Seller’s Journey” explores why owners struggle to let go and how advisors can help them transition smoothly.

• 5-Element Hiring Framework
• Hiring for Attributes vs. Experience
• Moneyball Thinking for Smart Hiring

...and so much more.

Top Takeaways

• What happens when you work and lead with passion?Vern and Michael emphasize that passion is crucial for both business success and leadership. Passion keeps teams committed through challenges and drives both personal and professional growth. For leaders, it means embracing a growth mindset, being open to feedback, and fostering team development. Passion is just one element in Vern’s hiring framework—and a key predictor of success.

• Scorecards help you hire without the guesswork. Hiring practices often rely on gut feelings, making them prone to bias. Michael advocates using scorecards with measurable criteria like technical skills, cultural fit, and soft skills, along with clear performance expectations. This approach makes it easier to assess candidates objectively and sets the stage for accountability. When new hires understand what’s expected, they can focus on the right things to succeed in the role.

• When paying more helps small businesses scale faster. Vern and Jordan acknowledge that small and medium-sized businesses often hesitate to offer higher salaries. But hiring top-tier talent for critical roles is an investment in expertise that can drive results quickly. This aligns with Michael’s Moneyball approach to hiring. Just as the Moneyball thinking in baseball focuses on overlooked metrics to build a winning team, in business, the idea is to invest in key roles that might be costly upfront but will have outsized returns over time.

About Vern Davenport

Vern Davenport is a partner at QHP Capital, a growth equity firm focused on healthcare, life sciences, and technology. He has held executive leadership roles at Misys Healthcare, Medfusion, M*Modal, and Allscripts, specializing in business transformation and operational execution. Vern is also one of the creators of The Management System, a structured framework for scaling businesses.

About Michael Curry

Michael Curry is the co-chairman and co-CEO of Lullwater & Co., an investment firm specializing in entrepreneurship through acquisition. A search funder turned investor, he is an experienced operator in the healthcare space. Michael scaled a healthcare services company through M&A and is now focused on building the next stage of his investment firm.

Disclaimer

The opinions expressed herein are those of QHP Capital, L.P. (“QHP Capital”) and are subject to change without notice. Past performance is not indicative of future results. QHP Capital is a registered investment adviser with the U.S Securities and Exchange Commission. Registration does not imply a certain level of skill or training.

• How to Free Up Leadership Bandwidth
• The Power of Mission, Vision & Values
• Pitfalls in Implementing The Management System

...and so much more.

Top Takeaways

• Want more freedom? Get more structure and discipline. Many founders resist structure, fearing it will slow them down. In reality, a well-defined system brings clarity, accountability, and autonomy. As an SMB founder, Michael knows firsthand that clear roles and a problem-solving framework allow companies to move faster and focus on growth instead of firefighting. Vern describes The Management System as liberating. It removes dysfunction and unnecessary complexity, creating an environment where talented people can thrive.

• Middle management is the backbone of scalable companies. Great companies scale by empowering middle management, not by keeping decisions at the top. The Management System ensures that middle managers understand the bigger vision, their role in achieving it, and how their success is measured. And if someone resists this level of accountability and transparency, the system reveals it fast. 

• Efficient teams track fewer metrics—and get more done. Vern suggests ditching 50-slide reports for clear, actionable tools. Tracking sheets keep teams focused on 10 or fewer key metrics—green means you’re on track, red means it’s time to act. Tools like the A3 condense problem-solving into a one-page plan outlining the issue, root cause, and next steps. With these tools, teams leave meetings not just informed, but aligned and ready to execute.

• Teamwork makes the dream work. Podcasts and books often highlight solo journeys to success, but Michael emphasizes that true success comes when a team unites for something bigger than themselves. What matters more than personal wins is a shared mission and a willingness to support each other through the highs and lows. When a group shares that purpose, success follows naturally.

Recommended Reads from This Episode

• “Accelerating Growth” by Vern Davenport: Unpacks how a structured system can help companies scale by improving execution, accountability, and leadership alignment.
• “Getting the Right Things Done” by Pascal Dennis: Teaches how to apply lean management principles to eliminate inefficiencies.
• “The Founder’s Dilemma” by Noam Wasserman (Harvard Business Review article): Explores the trade-off between control and financial success that founders face as they scale.

About Vern Davenport

Vern Davenport is a partner at QHP Capital, a growth equity firm focused on tech-enabled life sciences and pharma services. He created The Management System, a structured framework designed to scale businesses. With executive leadership experience at Misys Healthcare, Medfusion, M*Modal, and Allscripts, Vern specializes in business transformation and operational execution.

About Michael Curry

Michael Curry is the co-chairman and co-CEO of Lullwater & Co., an investment firm specializing in entrepreneurship through acquisition. A search funder turned investor, he is an experienced operator in the healthcare space. Michael scaled a healthcare services company through M&A and is now focused on building the next stage of his investment firm.

Disclaimer:

The opinions expressed herein are those of QHP Capital, L.P. (“QHP Capital”) and are subject to change without notice. Past performance is not indicative of future results. QHP Capital is a registered investment adviser with the U.S Securities and Exchange Commission. Registration does not imply a certain level of skill or training.

• How to Avoid Mid-Career Burnout
• Confusing Activity with Productivity
• Building Mental Resilience Through Endurance

...and so much more.

Top Takeaways

• Write your own eulogy to reframe success. Professionals often hit a mid-career plateau where work feels less fulfilling. Kevin shares practical exercises to help reframe your purpose. One standout is the "Tombstone Exercise": write what you'd want on your tombstone or in your eulogy. This helps separate transactional accomplishments from transformational impacts. After all, most people want to be remembered as a good father, husband, mentor, or community leader—not just a top-performing MD.

• Energy management beats time management. Time is finite, but energy can be optimized. Kevin, Marc, and Jordan agree that true productivity doesn’t come from packed calendars or inbox zero. It comes from understanding when and how your energy peaks and protecting it for the moments that matter most—like deep work sessions or family time. Try this: audit your schedule for the next week, identify your high-energy hours, and reserve them for your most important tasks.

• The Dirt Bike Rule: How to navigate through life’s toughest ruts. When you hit a professional or personal rut, sometimes the best approach is to stay put. Marc uses a dirt bike analogy: on a rough trail, gripping the handlebars too tightly or forcing your way out often makes things worse. Stay loose, focus on the process, and ride it out. Moments like these build the patience, resilience, and perspective you need for long-term success.

Recommended Reads from This Episode

• “Never Enough” by Mike Hayes: Reframes success as aligning your life with a deeper mission rather than endlessly chasing more.
• “Happier” by Tal Ben-Shahar: Explains how balancing present enjoyment with future purpose leads to greater happiness.
• “Deep Work” by Cal Newport: Teaches how to structure your time for focus, creativity, and high-impact work.
• “The Psychology of Money” by Morgan Housel: Challenges the idea that wealth is about income, emphasizing control over time instead.
• “The Comfort Crisis” by Michael Easter: Explores how embracing discomfort—rather than fighting it—can lead to growth.

About Kevin Stark

Kevin Stark is a former Navy SEAL with 20+ years of experience, including time as a BUD/S instructor. Now a leadership coach, speaker, and ultra-endurance athlete, Kevin brings the same grit and mental toughness from his military career into his coaching. His programs help people reconnect with their core values and find meaning in the work they do every day.

About Marc Cabrera

Marc Cabrera is a former investment banker with 25+ years of experience, including multiple PE exits and board positions. After a successful career on Wall Street, Marc stepped away from finance to focus on family, community, and personal growth. He now serves as a volunteer firefighter and uses his experience to mentor others. 

• Why PE Should Hire Veterans
• Navigating the Challenges of Growing Companies
• How Mentors Play a Role in Breaking into PE

...and so much more.

Top Takeaways

• What do your company and a brontosaurus have in common? As businesses grow, founders often struggle with transitioning from generalist roles to more focused leadership. Professor Carter Cast’s HBR article describes the Dinosaur Diagnostic that uses the brontosaurus' long neck to illustrate the growth curve. This diagnostic helps you pinpoint when it’s time to hire functional experts and stick to just your leadership hat. Understanding when and how to make this shift is essential for setting a company up for scalable success.

• Acquisitions often stumble when integration begins. To avoid the "merger of equals" trap, establish clear leadership early, define KPIs, and integrate companies under one unified identity. Without proper management and measurable goals, acquisitions risk chaos, with overlapping teams and conflicting cultures. A dedicated integration team ensures smooth execution and helps keep everything on track.

• Tip for transitioning veterans: start early and build a strong network. Transitioning from military to civilian life takes planning, so start at least a year in advance. Also, a mentor can make the process smoother by providing guidance and industry insights. In mentoring sessions, be ready to connect your military skills to civilian roles and ask thoughtful questions that show your genuine interest in the industry. With the right support, veterans can thrive in finance, offering fresh perspectives and strong leadership.

About Paul W. Swaney III

Paul W. Swaney III is a seasoned industrials investor and founder of Swaney Group. His diverse background spans military service in the U.S. Navy, roles at McKinsey & Company, and Amazon. Paul is passionate about supporting veterans transitioning to civilian careers through initiatives like SkillBridge. He is also the host of the LeverUp podcast, a community dedicated to demystifying banking, consulting, and PE for young professionals.

About Swaney Group

Swaney Group is a private equity firm with a focus on the industrial sector. The firm revitalizes struggling businesses and enhances successful ones through its proprietary Swaney Group Operating System (SGOS). SGOS optimizes management, tech systems, and culture to maximize value for both portfolio companies and investors.

• 2025 US Economic Outlook
• Transparency in Managing Investor Money
• When Hesitation Costs More Than Failure

...and so much more.

Top Takeaways

• “First loss, best loss”—why smart investors (and leaders) know when to cut bait. Know when to cut your losses and move on fast. One of Sal’s main investing principles: first loss, best loss. He never doubles down on or gets emotionally attached to a losing investment. If the market signals he’s wrong, he exits. The same goes for leadership—holding on to bad hires, failing strategies, or misaligned partnerships can cost you more in the long run. 
• The best investors think like elite athletes. Always think multiple steps ahead. Sal compares investing to sports—the best players anticipate, not just respond. Like a second baseman reading the game before the ball is hit, great investors and leaders plan for every possible outcome, including the worst. AI and tech help, but in the end, success comes from decisiveness, adaptability, and trusting your process.

• Trust is built in tough moments. Be upfront, especially when things go wrong. Managing other people’s money is a big responsibility—families and futures are on the line. Sal and Jordan agree that communicating openly and quickly earns trust that lasts far beyond a single deal. Because people may forget what you said, but they’ll always remember how you made them feel.

About Sal Naro

Sal Naro is a seasoned leader with 4+ decades of experience. As Chief Investment Officer and Senior Managing Director of Coherence Credit Strategies at Tiptree Advisors, a division of Tiptree Inc., he has led high-performing investment teams and strategies. Most recently, he oversaw a top-performing liquid long/short credit hedge fund that has earned multiple accolades for its success.

• Common Challenges for CEOs
• How to Empower Teams to Take Ownership
• Having an Athlete Mindset in Business

...and so much more.

Top Takeaways

• Adapt skills to scale. In the early days, success often comes from being hands-on and wearing multiple hats. But as the business grows, Jared points out that leaders need to evolve their skill sets and shift focus from execution to strategy. It’s not always easy to let go of control, but if you don’t, you risk becoming the bottleneck in your own business. Scaling isn’t just about growing the company—it’s about growing as a leader.
• Set clear priorities and goals to stay focused. Jordan shares how a culture focused on delivering commitments—rather than chasing every shiny object—keeps his team on track. Jared adds that defining goals as an “X on the map” gives everyone direction. This clarity cuts down on the stress of constantly shifting focus and ensures resources are used wisely to deliver consistent results.
• Sustain performance with predictable systems and routines. Just like endurance athletes rely on cycles of intensity and recovery, businesses thrive on consistent systems and routines. Jared and Jordan agree that clear workflows and documented processes empower teams to take ownership and keep things running smoothly, especially during periods of growth or leadership changes. 

• Challenges for Emerging Managers
• Outreach & Pitch Deck Best Practices
• How to Develop a Competitive Edge

...and so much more.

Top Takeaways

• Make resilience a core part of your fundraising strategy. With liquidity bottlenecks from stalled exits and fundraising timelines now stretching to 24 months, emerging managers need to manage expectations internally and externally. Liz advises setting realistic goals, communicating transparently, and fostering a partnership mindset within your team to maintain morale and focus.
• Cold emails are powerful when done right. A strong cold email is concise, personalized, and scannable. Liz suggests skipping one-pagers and delivering value directly in the email, with your deck attached for more details. Start by referencing shared connections. Then, use the email to highlight your strategy, track record, and key differentiators.
• Include lessons from failed deals into your pitch. Liz observes that few managers address underperforming investments upfront, even though LPs will uncover them during diligence anyway. Proactively explaining what went wrong and how it refined your approach builds trust and demonstrates a growth mindset.
• Start with curiosity, not a pitch. Liz emphasizes that a great first meeting begins by understanding the LP's priorities. Instead of jumping right into your presentation, ask questions like, "What are your investment goals?" or "What gaps in your portfolio are you looking to fill?" This approach builds rapport and ensures your pitch aligns with their needs.

• Hurdles for Emerging Managers
• Role of Team Continuity in Fundraising
• How to Time Global Outreach 

...and so much more.

Top Takeaways

• Invert the problem to build a stronger story. Ray mentions Charlie Munger’s inversion technique as a powerful tool to reveal blind spots in your storytelling. It works by flipping the question you’re trying to solve: instead of asking, "How do I raise the fund?" ask, "What would make investors say no?" The answers might include unclear data, a strategy that’s not unique, or a lack of trust in the presenter.

• Cultivate a growth-oriented mindset in your team. Ray and Jordan discuss how the dynamic nature of the equity market demands agility. For a team, this means always seeking new knowledge and being prepared to pivot with shifts in investor preferences, sector trends, and economic conditions. This adaptability can give emerging managers a competitive edge over established competitors.

• Invest in preparation to make a strong first impression. As Ray points out, initial pitch meetings can often feel like cold business transactions, but charisma and persuasiveness help turn these interactions into real connections. Investors commit to ventures based on trust in the person presenting—not just the numbers.

• Business Growth Strategies
• Equity-Based Incentives to Retain Top Talent
• How to Delegate as a Leader

...and so much more.

Top Takeaways

• Establish a "North Star" vision to guide your growth strategy. Instead of trying to expand in all directions at once, grow by adding services in adjacent areas that complement your core offerings. This approach positions you to serve clients more comprehensively without spreading your resources too thin or diluting your brand. Doug emphasizes that a clear, overarching goal keeps you grounded and ensures that each initiative supports your core mission. 
• Adjust your service model to anticipate and fulfill client needs. Doug and Jordan discuss that clients may not always know what could add value to their business. This creates an opportunity for proactive service. By analyzing client feedback and observing how they use your services, you can identify areas for expansion and offer tailored solutions. When your offerings align with the client's long-term goals, you strengthen relationships and create new avenues for growth.

• Focus on high-impact activities to drive growth and scale effectively.  Doug and Jordan know from experience that entrepreneurs often need help with delegation. To scale successfully, leaders need to let go of the “do-it-all” mindset and recognize their limitations. Doug uses a simple strategy to assess his productivity: reviewing each day in terms of wins and losses. These regular check-ins help him minimize distractions from tasks that don’t move the business forward. Strong leadership ultimately means empowering your team to bring your vision to life: set the direction, let them execute, and refine as needed.

• Transitioning Into Your First Fund 
• The Importance of Due Diligence
• Choosing the Right Partner

...and so much more.

Top Takeaways



• Stay resilient and purpose-driven when raising your first fund. Raising a fund is challenging, with a high rejection rate. Jim and Doug emphasize the need for persistence, confidence, and experience from deal-by-deal fundraising. Equally important is a clear “why.” Independent sponsors must convey their mission and unique value to stand out to investors in a crowded market

• Due diligence goes both ways. Whether you’re investing or selling, conducting thorough due diligence is essential. Just as PE firms scrutinize potential deals, sellers should research prospective partners. Talking directly with CEOs and founders who’ve worked with these firms offers valuable insights. Jim and Doug recommend asking about the firm’s value-add, leadership stability, specific support examples, and performance in tough times. Aligning expertise and cultural fit builds a strong foundation for a successful, long-term partnership.

• Build partnerships on a foundation of communication and a shared vision. Jim and Doug emphasize that aligning on core goals from the start smooths out challenges. Their mutual respect and collaborative approach enable efficient decisions, keeping them in sync. Open, transparent communication has strengthened both their professional partnership and personal bond.

• How to Find Success in PE
• Revenue Streams for Independent Sponsors
• Strategies to Scale a Team

...and so much more.

Top Takeaways

• Flexible and purpose-built capital is key. Investors should provide independent sponsors with flexible capital solutions that support, rather than control, their operations. Michael shares how Align Collaborate embodies this approach, building a collaborative partnership where the independent sponsor is the lead decision-maker.
• Smart scaling starts with the right team. Michael's experience shows that team members with consulting or transaction advisory backgrounds can contribute significantly to long-term growth and value creation. These hires help drive operational success post-acquisition, allowing the sponsor to focus on higher-level decisions while the team handles day-to-day execution. 
• Having a dual mindset for long-term success in deal-making. Independent sponsors must juggle optimism with realism when assessing risks and persistence with flexibility when navigating deals. Michael stresses the importance of irrational persistence in committing to promising deals, but it’s just as important to know when to take a step back and explore new opportunities.

• Balancing Stress in Franchising
• How Private Equity Influences Growth
• The Role of Data in Decision-Making

...and so much more.

Top Takeaways

• Letting go of control and trusting your team. Leadership, especially during challenging moments, requires composure rather than reacting with stress or panic. Kim reflects on her experience as a first-year CEO, sharing how panicking when things go wrong can affect the entire team. She learned that staying calm, even in tough situations, lead to clearer decision-making and outcomes.
• Preparing for change and attrition. Attrition is a normal part of business transitions, especially after events like mergers. Not everyone adapts, due to personal choice or the organization’s needs. In franchises, where changes can often cause concern among franchisees, Kim effectively minimized attrition by maintaining transparency. She hosted town halls, answered questions, and communicated clearly, ensuring a smooth transition.
• Balancing work-life and franchise success. Jordan and Kim discuss the shift from the traditional workaholic mindset, emphasizing the importance of work-life balance while maintaining high standards. Effective leadership means supporting employees' well-being, fostering alignment with company goals, and cultivating a culture where engagement thrives. This is especially important in franchising, where success hinges on empowering franchise owners and constantly selling the vision.

• Exploring the Benefits of PE
• Building Your Team for Success 
• Insights for First-Time Franchisees 

...and so much more.

Top Takeaways

• Advice on selling your business. Reflecting on his experience with Stretch Zone, Tony stresses the importance of seasoned advisors. Their guidance was crucial, allowing him to concentrate on daily operations. He highlights the value of investing in a strong team and advisors, as they are key to a successful sale. Tony also emphasizes patience and strategic management during the often lengthy PE sale process.

• Balancing your business while selling. Tony managed both running and selling Stretch Zone by relying on his team with managing daily operations and the sale process, ensuring the business could function independently. Finding a balance between managing the sale and maintaining core functions is important to keep your organization running smoothly. 

• How to navigate being a first-time franchisee. Tony advises that buying an existing business can present challenges due to the location's already established culture. For first-time franchisees, he recommends starting with a new franchise to gain essential experience before considering the purchase of an existing business. Ultimately, being passionate about the franchise, rather than solely focusing on financial gain, will allow you to become a more successful operator.

• The importance of partnerships as an entrepreneur. 
• Core values and their impact on your business 
• Reimagining leadership 

...and so much more.

Top Takeaways

• Partnerships play a vital role in entrepreneurship. Reflecting on years of experience, Pardis shares a key insight to avoid 50/50 arrangements. Instead, focus on aligning goals, respecting each other, and defining clear roles. Ego can block teamwork; success comes from relying on experts and working together. Entrepreneurship thrives on good partnerships, not solo efforts.

• The Importance of Mission, Vision, and Values. Jordan and Pardis offer a fresh perspective on mission, vision, and values, often overlooked statements. They stress the role of core values, rather than mission statements, in guiding a company's direction. By prioritizing value creation, companies can maintain flexibility while effectively meeting the diverse needs of stakeholders. 

• Passion, Relationships, and Leadership. Jordan and Pardis challenge conventional leadership norms, promoting a servant leadership approach that empowers team members. Pardis shares insights on evolving into a stronger leader by being passionate about your business, cultivating genuine relationships, and leveraging networks for support. Making sure your leadership skills grow with your business will set you up for success. 

Topics:

• The rise in personal LinkedIn posts 
• Long-term effects of investing in teams
• Intentional Hiring Practices

...and so much more.

Top Takeaways

• “People crave personal connection through posts.” Jordan and Marc discuss the importance of personal posts on LinkedIn. Marc recounts how sharing more about himself led to a surge in positive feedback and a stronger sense of community. Posting personal posts on LinkedIn helps build a bridge between you and your colleagues that may not have existed before.

• The importance of a long-term perspective when running a business. Marc and Jordan stress that instead of just aiming for short-term profits, it's important to build team harmony and support growth. By focusing on a positive work environment and teamwork, businesses can see steady revenue growth and create better relationships with colleagues.

• “My biggest mistake in hiring was hiring the wrong person.” Reflecting on recent hiring cycles, Marc discusses evaluating candidates based on how they align with the company's values. Jordan highlights that hiring should be intentional, targeting individuals who fit well within the company culture and positively contribute to the work environment. Connecting with professionals who share the company's values enhances the work culture and productivity.

Topics:

• The Importance of Human Capital
• Benefits of Difficult Conversations
• Understanding Founder's Goals 

...and so much more.

Top Takeaways

• Human capital management and value creation go hand in hand. In private equity, understanding the significance of human capital is just the beginning. The ability to turn that awareness into action will set your PE firm apart. Investing in human capital helps navigate diverse teams, driving innovation and value while preparing your team for portfolio companies.

• Navigating difficult conversations builds trust. Why do private equity firms often avoid tough discussions before finalizing deals? The fear of losing the deal is a significant factor. However, coaching clients to engage with management and address critical issues before closing is crucial. Skillfully navigating these conversations not only reduces risks but also strengthens client relationships.

• Assisting founders in exploring their goals will strengthen your relationship. As a PE partner, you need to work closely with founders, helping them visualize their skills, passions, and purpose. By doing this, you can guide them in understanding their career better. This approach helps discover what motivates and energizes founders while building strong, meaningful relationships with them.

Topics:

• The Differences Between Private Equity Buyers 
• The Value Diverse Management Teams Bring
• The Challenges and Complexities of Turnarounds in Franchising

...and so much more.

Top Takeaways

• “One of the common misconceptions is that they're all the same,” Alicia explains the pros and cons of the different types of private equity buyers, emphasizing that the value of an offer for your business extends beyond the monetary figure.  It is crucial to understand each private equity firm’s offers,  timelines, and where they source their funds. 

• Diverse management teams generate excitement, align interests, and improve retention. Jordan and Alicia discuss the essentials for business success in today's market. They emphasize the importance of having an active management team skilled in marketing, operations, and day-to-day functions. This helps to keep employees motivated in a competitive market.

• Turnarounds in franchising are one of the toughest assignments in business. While investing in franchises offers great rewards, Alicia explores the complexities and challenges of franchising, highlighting the importance of support from the entire franchise community in executing plans effectively. This distinction sets franchising apart from traditional businesses.

Topics:

• Factors and Complexities Within the Current Market
• Challenges That RIA’s Face
• The Future of Private Credit

...and so much more.

Top Takeaways

• “The market has been more dynamic over the last six months than over the last six years.” Jordan, Aaron, and Joe dive into the dynamic nature of the present market landscape They point out that the lenders struggling today might be different from the ones struggling in six months. It's important to realize that what we think about someone's market position might not always be true. 

• The path RIAs need to take to succeed. These obstacles include balancing liquid and private credit investments, navigating the diverse landscape from major funds to smaller enterprises, and addressing educational gaps. Recognizing trends like equity and credit secondaries can drive market evolution despite these hurdles. Success in the credit markets depends on understanding different segments and investment strategies, empowering RIAs to prepare better and achieve success.

• “The shift we've seen is permanent”. When it comes to the future of the private credit market, Aaron acknowledges how some believe that the high returns associated with private credit may be dwindling and that investors are becoming wary of the asset class. Joe explains that this is just the beginning of a significant transformation in credit markets, with private credit set to play an even larger role in the financial landscape in the future.

Topics:

• The Importance of Adaptability 
• Career Fulfillment
• Pros & Cons of Working Remote

...and so much more.

Top Takeaways

• "The most successful teams are those who adapt to changes in the market and the market opportunity." Teams that are true to their mission but adapt to market shifts can become durable, long-term value creators. Learning how to adapt is difficult and uncomfortable, but having a supportive team surrounding you will make it easier. 

• “It's about getting people together, about helping them get along.” Robin emphasizes the importance of having a good mentor in the early stages of your career who will support and push you into being a better employee and, in return, becoming a great mentor to others. The fulfillment in your career comes from enjoying the process and the relationships, not just the end result.  

• The value of in-person collaboration. The transition back to daily office life since COVID has proven that working remotely is efficient. Still, in-person work promotes collaboration and team building, which fosters a richer working environment and a healthier work-life balance.

• The Value of Anchor Fund-of-Funds 
• Inside-Out Fundraising 
• The Importance of Storytelling

...and so much more.

Top Takeaways

• 90% of groups fail to raise a second fund after launching their first. To overcome the difficulty in the market.  Chris emphasizes the importance of evaluating your team's experience and reputation, along with understanding economic factors to determine the support needed for your first and second funds.

• Focus on building a core network of trusted supporters early on. In exploring inside-out fundraising, the focus is on starting within your immediate circle rather than reaching too far outside initially. This approach prevents premature marketing efforts and advocates for patience and gradually building credibility before engaging with major organizations.

• Having a vision for how you tell your story is critical.  Crafting a compelling story is crucial for successful pitching. Focus on why you do what you do rather than just the data. Think like a writer, creating chapters that entice the reader to turn the page. Pay attention to the small details that make for a great narrative.

• Discovering Your Purpose
• Lessons from His Dad
• Franchise or Start-Up: Which Way to Go?

...and so much more.

Top Takeaways

• What is your “why”? As chairman and CEO of Lawn Doctor, spanning over 650 locations, Scott has the opportunity to travel the world and experience all of the different cultures of their franchisees. Connecting their narratives of life ambitions and goals with those of Scott’s father has anchored, he was able to find his personal “why” and fuel his dedication.

• Lessons from Dad. Scott learned valuable life lessons from his dad, who emphasized the importance of character and work ethic. Scott’s dad believed true integrity reveals itself in actions when no one's watching, a principle Scott also embraces. His dad taught him that franchise relationships and unit economics are interconnected. Scott emphasizes the importance of genuine care for franchisees and careful management of upfront costs to nurture lasting relationships.

• Should you franchise or start your own business? There are a few things to consider before making this decision. Scott and Jordan explore the decision-making process between franchising or starting your own business. Being honest with yourself when determining the amount of risk you are willing to take will help decide whether to franchise or to start fresh.

• Who is ready for a fund in this market?
• How do I build momentum during fundraising?
• What are the Do's and Don'ts in fundraising decks and first meetings?

...and so much more.

Top Takeaways

• Strategies for Differentiation. There's no shortcut to experience in this space. Showing up to meetings with findings is important, but showing theories while backing them up with an explanation and story will set you apart. Liz states how you can differentiate yourself by connecting with a management team and proving to them that you've done your homework

• How to build momentum during fundraising. Maintaining stability on your team while growing your firm is key. Liz paints a clear picture of what success looks like and takes us through the steps to fundraise. She emphasizes the importance of delivering on promises and reminds us to stay within the parameters of size, sector, and purchase multiple. 

• Key Do’s and Don'ts for Emerging Managers. Having a pitch book helps articulate who you are, what your strategies are, and the backgrounds of you and your team. Liz elaborates on her distinct initial screening approach, emphasizing understanding each individual's "why," the importance of a strong track record, and exploring diverse pathways to establish it.

• Value Creation
• Operating Systems
• Trends in Healthcare & Life Sciences

...and so much more.

Top Takeaways

• Careers aren’t always a linear journey. Staying open to unexpected opportunities, prioritizing meaningful connections, and personal fulfillment allow you to navigate life with more flexibility. Matt advises young professionals to embrace unpredictability in their career paths, recommending a focus on strengths, motivations, and building relationships rather than fearing that their next move won’t be the right one. 

• Mission vs. Vision. Involving the team when developing these statements is crucial to ensure authenticity and buy-in across the entire company. Jordan and Matt highlight different aspects of refining a company's mission and vision statements that will truly stand out and resonate throughout the business. Overall, their approach underscores the significance of team collaboration and ownership when crafting a mission and vision that truly guide and motivate the entire company.

• Candid Communication. Assumptions can be dangerous, especially in a business setting. Matt highlights the importance of over-communication and engaging in open, direct dialogue with colleagues and stakeholders. He emphasizes the value of ensuring alignment across the organization by openly sharing perspectives and actively seeking feedback to gauge agreement or disagreement. Maintaining this transparency throughout the business fosters productive partnerships among peers and achieves company goals.

• Transitioning from tech to doggy daycares
• Partnering with Pet Resort Hospitality Group, a PE-backed pet boarding and daycare platform
• Taylor’s journey with sobriety

...and so much more.

Top Takeaways

• Embracing sobriety. Taylor and Jordan’s conversation about alcohol and addiction emphasizes the importance of recognizing unhealthy habits and looking for balance in life. Transitioning from relying on alcohol for relaxation and celebration to embracing sobriety led Taylor to a more fulfilling and purpose-driven lifestyle. They both discuss the power of seeking help, and making tough decisions. It's possible to live a phenomenal life without alcohol.

• “Humans are super capable of change across every area of life.” Whether it involves a career shift, starting a business, or pursuing personal growth, Taylor believes in every human’s capacity to change and adapt, regardless of the different challenges they may face. He shares the importance of discovering the “playbook” for the area of life you want to change and following the directions. For Tayler, he serves as an example of transformative change, whether it’s transitioning professionally from technology to finding success in the doggy daycare industry or personally, during his journey to sobriety.

• Advantages of a PE Partnership. Taylor and his co-founder, Mike, discovered that partnering with PRHG provided them with many advantages they didn't have before. Not only did they gain access to additional capital, but they also received industry knowledge and operational support while staying involved in the day-to-day operations and pursuing their passions. This partnership seamlessly integrated Paws ‘n’ Rec into PRHG’s extensive network and experience, allowing Taylor and Mike to expand their business more efficiently than they could have on their own. The successful partnership highlights the benefits of partnering with private equity firms to grow and scale your business.

In this episode of Investors & Operators, Jordan speaks with Ruby Tsai, CEO and Co-founder at Applied StemCell, for a fascinating discussion on stem cells and how her partnership with a private equity firm - QHP - is taking ASC to the next level. Together, they discuss:

• How ASC is revolutionizing gene editing
• Current Cell Therapies 
• Partnering with QHP

...and so much more.

Top Takeaways

• Always believe in your business. Ruby firmly believes in Applied StemCell, which led her to leave her position at Stanford University. Her faith in ASC’s potential impact and ability to save human lives truly drove her decision. While initially scared to make the jump, Ruby emphasizes the importance of believing in yourself and your businesses, sticking to your values, and having faith in your work. Highlighting the importance of pursuing what you believe in and what aligns with your values.

• The importance of the management system. When discussing QHP’s management system, a framework that transforms companies that are at a growth inflection point, Ruby notes "I didn't pay that much attention to it." She shares how she initially overlooked the management system, but after a week of installation training and hands-on experience, she truly understood its significance. Proper implementation of this system leads to increased productivity and effectiveness throughout a team and organization, particularly for companies at a growth inflection point. Rather than getting caught up in day-to-day operational tasks, Ruby emphasizes the importance of focusing on company strategy through the management framework. 

• Her Dad’s Journey
• Kim’s Personal Health Scare
• Investing Time with Veterans

...and so much more.

Top Takeaways

• Time is more valuable than money. Kim and Jordan stress that time holds greater value than money. While financial assistance is great, the time spent with veterans, providing support, guidance, and mentorship, is often more meaningful and impactful. They highlight that being there for veterans as mentors and coaches, listening to their experiences, and fostering personal connection and mentorship is more beneficial than any monetary donation. Advocating the importance of genuine human interaction and support in assisting veterans in their post-military journey. 

• The importance of giving back. When looking back on her upbringing, Kim emphasizes how her parents taught her the significance of sharing blessings with others. She explains that giving back includes even the simplest gestures like sharing a smile or extending a helping hand. 

• Self-reflection on guiding values. Reflecting on a health scare, Kim sheds light on the importance of prioritizing self-care. She shares how pushing herself too hard, both personally and professionally, nearly led to a health crisis, forcing her to reevaluate her values and priorities. This experience served as a wake-up call, not only prompting her to make a change professionally but also to be more present in her everyday life.  Through this time, she gained a newfound appreciation for life and to never take anything for granted.

• Types of Operating Partners
• Professionalizing a Company
• Value Creation After a Deal

...and so much more.

Top Takeaways

• Where am I going? Where do I want to be? When talking about the key questions all business owners should be asking themselves, Chris encourages them to reflect on where they currently stand and identify strategies for increasing their businesses’ value. He emphasizes the significance of not only working on the day-to-day task, but taking time to step back and evaluate the business’ worth and growth potential. 
• “You can’t throw the ball where the guy is. You’ve got to throw the ball where the guy is going to be.” Chris uses an analogy of a quarterback throwing the ball to where the receiver will be, stressing forward-thinking in organizational setup for future success and growth. Highlighting middle market buyers expectations, Chris shows the importance of professionalizing your company and teams to boost its EBITDA and overall value.
• Chasing the American Dream. Chris shares the joy he finds in seeing the hard work and value creation of entrepreneurs and being able to partner with them to scale their businesses. He spotlights the importance of shared values in these partnerships and highlights the satisfaction Plexus feels from seeing the growth and success from these partnerships.

After launching 20 companies, selling 11, and expanding Five Star Franchising from 50 to 800 locations in less than 3 years, Scott has become an expert in all aspects of franchising. In this episode, Scott joins Jordan to discuss the different dynamics of achieving business success while also balancing their roles as CEO and father. Together, they discuss:

• Emotions from Selling Five Star Painting
• Pros & Cons of Working with PE
• Types of Franchise Fees

...and so much more.

Top Takeaways

• Who am I now? After selling Five Star Painting, Scott struggled to find his purpose outside of being a founder and CEO. “Who am I now? What’s my purpose? Why am I here?”. He shares how this transition period can be very challenging to navigate after putting your heart and soul into something, highlighting the importance of finding your purpose and identity outside your professional roles and titles.

• No advice allowed. Instead of dictating advice and solutions to your peers, encourage open dialogue where individuals can freely share their experience and insights. Scott emphasizes the importance of peer-to-peer coaching and experience sharing. When providing a collaborative environment, people can make informed decisions tailored to their unique circumstances that works best for them. 

• Empowering your employees. Scott’s commitment to empowerment extends beyond Five Star’s mission statement and business success; it’s ingrained in his everyday life. By prioritizing empowerment within his organization and family, Scott is able to not only achieve financial success, but can also foster personal growth and fulfillment for him, his children, and his franchise partners.

With over 25 years of professional experience, Jeanne brings a wealth of knowledge in all things life science, pharma, and healthcare IT. In this episode, she shares the invaluable lessons she’s learned during her tenure as a board member of 17 diverse companies. Together, they discuss:

• The Management System’s Impact
• Lessons in Team Management
• A Board Member’s Role

...and so much more.

Top Takeaways

• Patterns. Insights. Action. Jeanne suggests shifting focus from 50+ data slide decks to emphasizing patterns, insights, and actionable steps during your next board presentation. Presenting these key elements allow for board members to actively contribute to problem-solving and offer valuable recommendations, fostering a more productive and collaborative meeting. 
• Know your employees strengths. Whether they excel in people-building, finance, interviewing, industry knowledge, or mentoring, aligning their strengths with appropriate job placement significantly enhances their effectiveness. Jeanne emphasizes the importance in building these connections to ensure a more successful and impactful approach when placing employees into different roles and management positions.

Fred Malloy, Co-Founder and Managing Director of Harken Capital, has over 15 years of experience in private equity and raising funds I through III. In this episode, he walks us through his background at Harken Capital and everything about first-time funds and emerging managers. Together, they discuss:

• First-Time Funds 
• Fundraising Do’s and Don’ts
• First-Time Funds Fundraising Checklist

...and so much more.

Top Takeaways

• Don’t launch until you're ready. Fred highlights the importance of having a strong team, a solid track record, and a refined strategy in place before launching your first fund. Even if it means delaying by a couple months or even a year, it is better to have a well-defined strategy before launching to ensure your fund’s long-term success.
• Keep the flow of good news. “You’re not going to get the fund raised on today’s news.” Fred emphasizes that securing funding is not based on the current narrative of your firm but on what it looks like 6 months from now. He suggests that following up with continuous good news is crucial for a first-time fund’s success. 
• Build meaningful relationships. Harken Capital has been able to better connect with future partners by sending video updates rather than generic email blasts. Fred shares his successes and emphasizes the importance of putting in that extra effort, even if it requires a bit more work. It’s valuable in breaking through the noise and establishing meaningful connections.

With 20+ years of private equity experience, Caroline has been a driving force in hundreds of successful exits. In this podcast, she walks us through her extensive career in private equity and shares how she transitioned that experience to found Craftsbury Consulting. Together, they discuss:

• Career Development Advice to Women in Finance 
• Management Presentation Coaching
• Strategic Approaches to Exit Planning

...and so much more.

Top Takeaways

• Defining success at different life stages. Whether it's excelling in a career, finding work-life balance, or maintaining meaningful connections, Caroline emphasizes the importance of redefining success based on your current life stage. Success isn't a one-size-fits-all achievement but requires continuous reflection and transformation.
• Treat challenges as opportunities. Caroline emphasizes a positive mindset towards challenges, viewing them as opportunities for growth and learning. By reframing difficulties as chances to overcome obstacles, she highlights the transformative power of embracing adversity especially in the entrepreneurial journey.

Steve began his entrepreneurial journey when he was just 17 years old. In this podcast, Steve guides us through his journey of founding and selling MuteSix to Dentsu Aegis Network in 2019. Together, they discuss:

• How he made his first dollar
• Growing up and overcoming anxiety 
• The mortgage business: making millions and losing it all

...and so much more.

Top Takeaways

• Just experiment. Start first, figure it out later. Steve explains that when starting a business, there’s a solution to every problem. You just have to be willing to take the time to experiment and figure it out.
• Face your fears head-on. From standup comedy, to traveling the world, to re-entering the extreme volatility of entrepreneurship, Steve shares how the only way to overcome your anxiety is to do everything that scares you. 
• The journey is more impactful than the destination. Steve shares that the journey of testing yourself, your own resolve, the way you react, is the most impactful journey that you'll go through as a professional.

---

Innovation at the Core of Success: A central theme that emerges from Davenport's interview is the pivotal role of innovation and adaptability in the entrepreneurial journey. Davenport emphasizes the necessity for entrepreneurs to stay ahead of the curve by consistently seeking novel solutions to challenges and aligning with evolving customer needs. He underscores the importance of embedding innovation within a company's culture, fostering an environment that nurtures and embraces fresh ideas. Davenport's insights highlight that the ability to swiftly adapt to shifting market dynamics is paramount for achieving enduring success.

The Essence of Visionary Leadership: Davenport's perspective on leadership stands out as a cornerstone of his interview. He underscores the significance of effective leaders possessing a clear vision that can inspire their teams to rally together. According to Davenport, fostering a sense of purpose and a shared mission is pivotal in cultivating a motivated and cohesive team. His insights transcend traditional managerial roles, emphasizing that leadership entails not just overseeing, but also motivating and empowering individuals to reach their utmost potential while collectively striving for a shared goal.

Thriving Through Resilience and Sustainable Growth: The journey of entrepreneurship is often punctuated by obstacles and setbacks, and Davenport's interview illuminates strategies for maneuvering through these challenges. He emphasizes the cultivation of resilience and tenacity, emphasizing that setbacks ought to be regarded as valuable learning opportunities. Davenport's emphasis on sustainable growth underscores the significance of not only achieving short-term victories, but also ensuring the long-term viability and scalability of a business. His insights lay out a roadmap for entrepreneurs to navigate storms, sustain momentum, and emerge even stronger.

—

Vern Davenport: A Career of Leadership and Innovation

Vern Davenport, a Partner at QHP Capital, has a storied career marked by leadership and innovation. With responsibilities spanning transaction origination, portfolio value creation, and investment policy shaping, Davenport is a pivotal figure within the Private Equity investment committee.

Before joining QHP Capital, Davenport's strategic acumen shone in roles such as CEO of Medfusion, where he orchestrated a successful carve-out from Intuit and guided the transformation of Medquist into M*Modal. His journey also encompasses notable positions at Allscripts, Misys Healthcare, and Kodak Health Group.

QHP Capital: Catalyst for Growth

QHP Capital is a respected private equity firm renowned for driving innovation and growth. With a focus on transformative transactions and value creation, the firm, under Davenport's guidance, shapes investment policies and strategic execution, making a significant impact on the Private Equity investment landscape.

• Independent sponsor or fund manager in this tough fundraising environment 
• How to interpret and what to learn from a “no” from an LP
• Mistakes emerging managers and independent sponsors make in fundraising 
• The future of independent sponsors 
• Bonus: advice for young lawyers 

...and so much more.

###

Jon's practice focuses on private equity and corporate transactional matters, including mergers and acquisitions, fund formation, securities offerings and corporate governance initiatives.

Jeff focuses his practice on advising private equity funds, venture capital funds and other institutional investors and strategic acquirers in connection with mergers and acquisitions, early- and late-stage investments, leveraged buyouts, recapitalizations, management buyouts and secondary transactions.

McGuireWoods is a full-service firm providing legal and public affairs solutions to corporate, individual and nonprofit clients worldwide for more than 200 years collectively.

• How Compass Group successfully raised Fund II of $255M
• How to alleviate LPs' concerns about the J curve as emerging managers raising funds 
• How to address LPs’ questions on ESG
• Compass’s playbook 

...and so much more.

###

John Huhn brings a 30-year track record of success in private equity, entrepreneurism and strategic consulting to his leadership of Compass Group. Over the course of his career, he has been involved in more than 75 transactions representing over $3 billion in enterprise value. 

Prior to founding Compass Group, John launched and led HBM Holdings, a family office focused on diversifying its core holdings. Earlier in his career, he served as Senior Vice President of Strategy & Corporate Development for Aegion (NASDAQ: AEGN), where he was responsible for corporate strategy, mergers & acquisitions, joint-ventures and strategic alliances. His earlier experience also includes serving as Managing Principal of an international consulting firm, where he provided strategic and organizational consulting to Global 1000 customers. Additionally, John is a graduate of the University of Illinois, where he received degrees in Engineering and Business Administration.

• The current fundraising environment is challenging. Why? 
• How LPs (including family office, endowment, pension, etc.) function
• Mistakes GPs might make in fundraising 
• Who to hire / how to build an effective team to fundraise 

...and so much more.

Brian Bank has more than 20 years of experience within the investment funds universe as both an institutional limited partner and as a placement agent. As an LP, Brian committed to funds across private equity, venture capital, debt, real estate, and credit strategies, served on numerous Limited Partner Advisory Committees (LPACs), executed and managed co-investments, sold assets in the secondary market, analyzed over 1,000 partnerships, attended several hundred annual meetings, and established a very deep and broad network across the private investment funds community.

At Kirkland, Brian leverages his deep knowledge and relationships to provide clients strategic and tactical advice and perspectives on commercial and business issues related to fundraising, messaging, investor relations and market conditions.

Prior to joining Kirkland, Brian headed US PE origination for First Avenue Partners, a UK-based independent placement agent. He has more than 17 years of experience advising private equity firms, including 15 years as a private funds limited partner and portfolio manager. Brian has managed LP commitments in more than 50 general partnerships and served on numerous Limited Partner Advisory Committees across private equity, real estate, venture capital, and energy, and has identified, diligenced and executed direct investments, co-investments, and secondary transactions.

• The different types of independent sponsors
• How (and why) to develop a thesis 
• How much cash should an independent sponsor have before closing on its first deal 
• “How much do I have to put into this? Does it have to be my cash?”
• How do independent sponsors get paid (a very detailed calculation)

...and so much more.

==

Drew is a serial entrepreneur having started 5 businesses, sold a few and still owns some. He knows what it’s like to be in your shoes. He sees the Independent Sponsor model as the method executives and industry experts can take to own and run already established businesses. He now dedicates his career to helping individuals buy companies, find greater success and live life on their own terms.

==

Since 1996, the dedicated team of finance professionals at Frisch Capital Partners (FCP) have raised over $1 Billion of capital from lenders, private equity shops, family offices, etc. for its Independent Sponsors clients to buy companies in the middle market. In addition to raising capital for Independent Sponsors' acquisitions, FCP offers creative strategic advice for refinancings and other unique transactions.

• How he bootstrapped FINTRX and his journey of raising $9M Series A
• His advice to tech founders 
• Finding vision, mission & value in the finance industry 
• How his previous experience of a baseball player & a poker player has led to where he is today

...and so much more.

###

Russ D’Argento founded FINTRX in 2014 as a bootstrapped solo founder. He now oversees a team of more than 100 individuals. 

Russ has recently been recognized as one of the top 100 CEOs to work for in Boston. This prestigious list, compiled by Comparably, a leading workplace culture and compensation monitoring site, highlights exceptional CEOs who are recognized by their employees for their outstanding leadership, vision, and work culture.

FINTRX is the preeminent resource for private wealth data and research. Its platform features millions of data points on the global Family Office and Registered Investment Advisor ecosystem. Today, FINTRX serves hundreds of customers globally, which include top tier hedge funds, private equity and venture capital firms, real estate firms, institutional investors, investment banks, consultants and service providers.

In November of 2021, FINTRX closed its Series A round of funding, raising $9M.

• How Doug went from a photographer for Motley Crue at 13, to getting into an industry he basically had no knowledge of, to distributing 500M state of art ear plugs worldwide through known brand stores 
• Riding the market tides of manufacturing consumer products 
• Advice he had for entrepreneurs interested in selling 

...and so much more.

===

For 26 years, Doug Pick lived the American dream as the CEO of a leading vertically integrated consumer packaged goods (CPG) company. Having successfully exited, he’s now thrilled to be able to apply his experience, expertise and network to help others turn their dreams into reality.

Discussion Topics:

- The 4 pillars of growing to $1 billion of portfolio company revenue

- 27x return on Lafata investment 

- Customer concentration

- How IMB uses EOS across its portfolio

- How to balance the tension of your vision and your team’s vision for the future

- Defining success and failure

- Why to go slow in order to go fast

Investors & Operators is a production of 51 Labs, the #1 provider of video and LinkedIn content to the lower-middle market M&A community.

Heather Madland, Partner and Head of Business Development at Huron Capital, on the key role that team culture has in professional development and how to leverage your emotions.

Heather also touched on the importance of emotions and listening to your body to decipher them. Feeling your emotions humanizes you and is a necessary skill to balance responding and reacting to feedback in a productive way. Knowing how your body will respond to different emotions is critical for discovering your authentic self and in turn developing your intuition. By doing so, Heather is able to bring a dose of reality and vulnerability that allows her to have an edge in the workplace. 

With an already established and positive reputation in the industry, Huron’s current team is looking toward the future and shaping the next generation of the 20 year old firm. When “looking in the mirror” and asking who they want to be, the young team focused on fostering a candid and honest environment. Heather spoke on the importance of getting uncomfortable with your team by asking the hard questions while maintaining a safe space to express challenging opinions. 

Huron’s people and culture had a tremendous impact on accelerating Heather’s career. When reminiscing on impactful memories, she described in detail the importance of responding rather than reacting while giving and receiving feedback and attributes a lot of her growth in this area to Gretchen Perkins, Partner at Avance Investment Management. By being unapologetic for her values, Heather balances being a working mother and prides herself on bringing home joy for her job/team.

• Chiara Bell’s commitment in healthcare and her journey to becoming an entrepreneur
• Lack of attention on the home healthcare industry in today’s society
• What it takes to become a successful entrepreneur

...and so much more.

While home healthcare is one of the most vital workforces, our society is not giving it the same gratitude as it should be. In this episode, Chiara Bell, CEO of Care Heroes, and Jordan had an interesting discussion about the overview of the home healthcare industry and the difficulties and investment opportunities underneath it. With 20+ years of experience in healthcare, Chiara shared her personal journey,  from a graduate of Albany Law School in 1994 to devoting her career to home healthcare. They also discussed topics such as balancing the long-term vision and execution as entrepreneurs, strategies on pricing, and their entrepreneurial journey and stories. Being an entrepreneur is not an easy task, however. Chiara revealed the lowest point on her entrepreneurial journey and how she still held firmly to what she initially believed through the hardest times. Let’s tune in and check it out!

Chiara Bell's Bio:

Chiara Bell is CEO of Care Heroes. Care Heroes is a platform for communicating, supporting and incentivizing the caregiver workforce. Paid caregivers, home health aides and family members are  integral parts of the healthcare delivery system. They combine reported caregiver insights with clinical data to drive an innovative health and wellness engagement program for anyone connecting with caregivers in the home.

Prior to Care Heroes, Chiara Bell was CEO and founder of Careticker. Careticker was the world’s first web and mobile platform that helped caregivers track and earn incentives for the caregiving activities they provided to their loved ones. They worked with Medicare Advantage Plans and Medicaid Managed Care Organizations to engage with the most overlooked population affecting patient outcomes - the caregiver.

Prior to Careticker, Ms. Bell founded ENURGI, the first on-line marketplace for private, in-home caregiving services. In December 2008, ENURGI was acquired by Univita Health, a private equity backed independent aging platform led by industry leaders Ben Lytle and Hugh Lytle.

• The transformation of the operations, structures, and strategies at Hospital Internists of Texas
• The challenges Luke had undergone over the past 5 years of being the CEO at HIT
• The key equity investment dynamics across the healthcare industry

...and so much more.

Luke Redman, CEO of Hospital Internists of Texas, and Jordan had an interesting discussion about healthcare and recent investment dynamics in the PE and M&A community. Luke, who comes from a military background, shared his thoughts on problem-solving and leadership styles in the healthcare industry. They also discussed topics such as leadership development, industry dynamics, the outlooks of healthcare and its subsectors, and the career path of transitioning into different industries. While investment opportunities in areas such as the emergency room and anesthesia are drying up, Luke saw significant upside potential in some other areas. Tune in to find out!

Luke Redman’s Bio:

Luke Redman has substantial experience in healthcare strategy as a provider and payer consultant in insurance group business strategy and accountable care. and now as the CEO of an MSO physician group serving acute and post-acute patients throughout the Austin metropolitan region.

Luke's professional experience includes payer contracting, BPCI, ACO, DCE, I-SNP/D-SNP, Medicare Advantage, risk adjustment, revenue cycle, SNF, home health, health policy, and healthcare informatics.

In addition to his professional accomplishments, Luke is also committed to serving underserved populations and veterans, having served two tours in Baghdad in support of Operation Iraqi Freedom.

• Coach Cavalea’s new book: “Habits of a Champion Team”
• The importance of having a coach or mentor 
• Why is it critical to include "micro off-seasons" 

...and so much more.

Dana Cavalea, a very successful high-performance coach, spoke with Jordan on the value of having a coach who can help you realize your greatest potential. Coach Cavalea comes from a high-performance community. He believes it is critical to assist hard charging individuals in seeing the value of micro off-seasons and long-term, short-term goals. Jordan and Cavalea's discussion centers on finding and arranging reasonable schedules and times of rest.  

• How Ironman and other endurance competitions motivate people to overcome challenging obstacles that at first appear completely impossible
• Jing’s first marathon - “register first, then figure it out”
• The upcoming LA Marathon that both Jordan and Jing would participate

...and so much more.

Jordan and Jing talked about the amazing journey they had preparing for their endurance competitions. Neither Jordan nor Jing come from an endurance sports background. However, when Jordan saw Chris Nikic, the first person with Down Syndrome to complete an Ironman, overcome the seemingly unbearable challenge in Florida back in 2019, he decided to sign up for this challenge himself. Not wanting to just sit on the sideline, Jing also embarked on her journey to race in marathons, then Ironman 70.3. 

• Growing up, finding one's purpose, and not being afraid to create a unique path through life
• “The 10% Entrepreneur”, one of Patrick McGinnis’ latest takes on how to integrate entrepreneurship into a person’s traditional career path
• FOMO (Fear of Missing Out) and how FOMO has further impacted people’s daily lives through technological advancement

...and so much more.

Patrick McGinnis, a public speaker, venture capitalist, author of two worldwide bestsellers, and entrepreneur, recently spoke with 51 Labs about his newest thoughts on the entrepreneurial environment and FOMO. Patrick discussed why he believes one of the simplest methods for someone to start his/her own business is to gradually transition into being entrepreneurial by contributing about 10% of his/her time and effort. Since coining the word FOMO in 2004, McGinnis has been working tirelessly to turn the FOMO mindsets into something that can drive and inspire people to reach greater success. Patrick discussed how FOMO is essentially the mindsets that stresses people out simply because everyone wants to accomplish everything and lives in a constant state of comparison with others. Patrick went on to address "outsourcing inconsequential decisions to the universe" in order to help listeners who fret over insignificant decisions rearrange their thinking and how they approach issues. Patrick's work continues inspiring positive environments for developing a healthy entrepreneurial culture and teaches how to use FOMO in a positive way to reach beyond your perceived limitations.

• Setting challenging goals, and developing a plan to achieve them
• Overcoming mental barriers
• Anticipating discomfort and building physical resilience

...and so much more.

Taren describes his young adult life as an unhealthy and unhappy time where he realized that he was missing the challenge and fulfillment he really desired in life. 12 years later, Taren has risen to the top of content creators in the endurance world where his personalized training and nutrition programming has helped countless people discover and then realize their own dreams of completing endurance events. His approach to training is that this is where you dig deep, and really forge the mental resilience you will need to draw upon later during the race. His experiences have taught us that the more substantial discomfort is felt in training, so that the race really just becomes a victory lap. The race is going to hurt, but if you train properly, it is the expected level of discomfort. Challenging himself, and finding his passion for endurance sports has helped Taren to become fulfilled in life, and he has used that passion to help others do the same.

• Raising Fund I at $312 M
• How the values of the firm drive decision making
• How the cultural fabric of the firm grows as the business scales

...and so much more.

We had the pleasure of meeting with Michelle back in Episode 29. In the roughly 2 years since then, Michelle and Clearhaven Partners have been hard at work raising funds and have officially launched their Fund 1 at $312 M. As a founder of Clearhaven, Michelle’s leadership and values have instilled a culture of “WE” over “ME” where there is communal ownership and responsibility within the firm. Michelle discusses some of the key leadership concepts which have aided in her success, including growing from the mistakes she has made so that she can use them to teach the next generation of leaders within her organization. She encourages her team by giving them the confidence that it is alright to make original mistakes, so long as you are not repeating the same mistakes of the past. Michelle has consistently driven a culture of support and camaraderie, with a focus on the road ahead. Clearhaven’s accelerated growth is due in no small part to Michelle’s dedication to the ideals instilled in the firm at its founding. Her efforts have ensured a bright future for the company and promises to bring exciting changes through continued growth. 

On this episode of Investors & Operators, Jordan sits down with Bob Greene, President & CEO of the National Association of Insurance Commissioners (NAIC). Together, they discuss:

• The history of the NAIC
• The past two years of change in discussions about DE&I
• How the NAIC aims to bring change to communities across the country

...and so much more.

Bob Greene has been committed to community development since an early age. His professional leadership career expands across Private Equity, economics, policy advocacy, and he is a life-long member of the National Eagle Scout Association. Bob’s investment and developmental expertise have led him to being recognized on the Root 100 list for his leadership across business and his dedication to furthering diversity, equity, and inclusion in business. Bob is working hard for a future where opportunity and affluence are achievable in every community, not based solely on access, but on actual performance.

Business leaders would not accept CAN’T as answer to any other problems in business, and if we want to really achieve success with DE&I, we need to: Stop accepting NO as an answer, and stop accepting CAN’T as a solution.

• How Kyle became an Ironman
• Finishing the 2015 NYC marathon against all odds in 7 hours 30 mins (planned: 3h30m)
• What is the Kyle Pease Foundation and how you can help

...and so much more.

###

The Kyle Pease Foundation was founded in 2011 by brothers Kyle & Brent Pease upon completion of their first triathlon in April of that year. Kyle wanted to share the experience of inclusion with others, so the idea of KPF was born. After a few months of work, the group received their IRS determination as a 501(c)3 not for profit organization, and off they went. In March of 2012 they supported their first athlete and the brothers, and the organization has continued to grow since then. 

LINK to The Kyle Pease Foundation Website

LINK to donation page set up by 51 Labs

• How to give feedback
• How firms can effectively retain their female colleagues 
• Being a woman in an industry that is traditionally dominated by men

...and so much more.

###

Caroline's bio

Personal mission: spread light and joy to those around me and promote kindness and respect for humanity.

HKW – Honored to have spent 19+ years working with incredibly talented management teams, helping to prepare businesses for a sale process, and shepherding companies through to the exit. Currently shifting my focus to HKW’s ESG (environmental, social, governance) initiatives to transition my time to a new venture...

Craftsbury Consulting – Excited to be writing a new chapter doing what I love most: helping people craft their paths to a successful future by collaborating with company founders and their successors as they craft their path to a successful exit; as well as working with women on career development, thereby helping their firms in the important work of recruiting and retaining top female talent. I have successfully navigated the male-dominated world of PE and am passionate about helping other women excel in the world of finance.

Board experience includes companies in: niche manufacturing, medical device, branded products, aerospace & defense, business services and energy services. Currently on the board of Kite Realty Group Trust (NYSE: KRG) and Providence Cristo Rey High School, a college and career preparatory high school that offers a transformational educational experience to students with economic need. Committee participation includes executive, governance, compensation, and audit committees.

Frequent speaker at industry events and conferences on topics ranging from exit strategies to women deal makers. Proud recipient of 2019 WSJ Pro Women to know in PE.

While managing two start-ups simultaneously, and starting a family, David Thorpe built Upperline Health from the ground up with a mission to disrupt specialty healthcare by bringing value-based care to narrower segments within the healthcare system.

Over the past 5 years, Upperline Health branched out across 6 states, and was named the fastest growing practice out of its home base in Nashville, TN. Upperline Health's 3-year growth rate is a staggering 4,438%, and today it is the nation’s largest practice dedicated to lower extremity care with providers in AL, TN, IN, CA, FL, and GA.

How did he do it? David’s work and personal life are not in conflict. He describes a love for his work and for his family that does not require him to put up arbitrary walls, nor to divide himself between the two. His compassion and dedication to delivering the highest-quality healthcare services to the community have skyrocketed Upperline Health to the top of the private sector of the healthcare industry.

What are the keys to success in the energy sector?

How can you be strategic in designing an investment team?

How do you balance the professional rigors of serving on a board, with family life, and participation with non-profit organizations?

Patti has been a leader of capital management in the energy industry for over 35 years. When assembling a team, be prepared to hire and support the investment team for up to 2 years. It can usually take 8-10 years before the company is really profitable.

Patti always remained true to placing her family first, and continues masterfully investing in the future of others, just as she has mastered investing in the future of energy. Her motto has become, “You can have it all, but maybe not all at once.” Play the long game, and don’t be afraid to pause instead of stopping something altogether.

Her unparalleled drive and compassion have enabled her to balance the demands of rigorous capital management along with the challenges of being a mother. Her loyalty and commitment to her family led her to found the Joy School, which now helps deliver specialized education to over 150 children with learning disabilities. 

Patti started EIV Capital at 49 years old, and has no intention of retiring anytime soon. As Managing Partner and Co-founder of EIV Capital, Patti routinely oversees investments in the hundreds of millions of dollars, all while remaining environmentally conscious, and working to create better opportunities for the future. She is an inspiration, and she will continue to be a leader in the energy industry for many years to come.

Do What You Said You Would Do

Michael Painter is Co-Founder and Managing Partner of Plexus Capital based out of Raleigh, NC. Plexus Capital was established in 2005 and has rapidly risen under the strategic leadership of Michael and his team. In 2016, Plexus Capital raised over $400 million in support of establishing its fourth investment fund. In 2020, they established a fifth fund with over $500 million raised. At that same time, Plexus Capital managed over 1.1 billion dollars invested across 115 small businesses.

Today, Plexus Capital has raised over $1.5 billion and manages a portfolio of 131 investments across its five funds. With Michael Painter’s expertise and strategic vision as Board of Governors Chair for the Small Business Investor Alliance (SBIA), Plexus Capital has grown to 32 top-tier professionals and has supported the growth and development of over 125 small businesses. The culture of respect and excellence that he reinforces strengthened the business and has earned its reputation as a reliable firm that inspires growth. Michael exemplifies these qualities, and represents all leaders who “do what you said you would do.”

Walt Freese, the former CEO of world-renowned ice cream and dominant incumbent, Ben & Jerry’s, gave his perspective on bringing new talent into an organization. He described the belief carried by many organizations which focus too much on specific qualifications and past experiences of candidates, instead of focusing on where those candidates might be in the next decade. Experience is important, but effective leadership skillsets require experience in leadership positions. Treat it like hiring athletes, looking for potential, long-term growth, and the combined natural talent and training.

Speaking of leadership, in addition to executive-level leadership across numerous global businesses, Walt is a mentor for veterans separating from the military. As a top-tier leader, Walt works directly with elite military special operations personnel as part of The Honor Foundation (THF). Through his mentorship, special operations veterans are able to step out of uniform, and into influential positions in the business world that stand to benefit from their experience and unique mindsets.

Walt Freese takes teamwork and culture very seriously. The magic of teamwork is built on open dialogue. High-performing teams demonstrate a willingness to communicate and discuss the difficult, or more challenging aspects of a situation. The culture of a company needs to be based in real metrics, and with virtues that align with the mission. When you have created this virtuous circle, you have created a lasting culture within your organization.

• Leadership in the restaurant industry and leading franchisors
• Managing a largely transient workforce and developing leaders who have a passion for the industry
• Developing and using processes to manage the business 

...and so much more.

*****

TOM WELLS focuses on partnering with visionary founders and operating executives to build dominant franchise brands. He is an investor in Tropical Smoothie Cafe, Slim Chickens, Phenix Salon Suites, Walk-On's Sports Bistreaux. Tom has over 10 years of private equity experience investing in a variety of industries and branded businesses. He focuses on building strong brands that resonate with customers, believing that is critical to the long-term success of a company.

Tom currently serves on the Board of Directors for Phenix Salon Suites and Walk-On’s Sports Bistreaux. Tom is also on the franchise team at BIP Capital. Prior to joining BIP Capital, he worked for Century Park Capital Partners, a Los Angeles based private equity group focused on the lower middle market. Additionally, Tom previously worked in the San Francisco office of Harris Williams & Co, a leading middle market investment bank.

10 Point Capital is a private equity firm based in Atlanta, Georgia that invests in franchisors with the potential to become dominant brands. Tapping into more than 75 years of combined experience in the franchise industry, the 10 Point Capital team has deep knowledge of investing in and operating both franchisors and franchisees. The firm has invested in more than 40 franchise transactions, have been franchisees for seven concepts, and have worked for four franchisors.

• The less obvious industry trends physician owners should know
• Having SOPs for small businesses and teams 
• How being a banker is like being a triathlete

...and so much more.

***

MARC CABRERA has 30 years of investment banking experience having closed 150 transactions valued at more than $20 billion. Marc has spent the last decade leading Oppenheimer's Healthcare Services Group where he leads a team of 12 investment bankers, who are industry sector experts, trusted advisors and experienced transaction specialists. He has dedicated his career to this field and loves the fact that much of what they are involved with represents the cutting edge of healthcare. The health provider world is undergoing dramatic changes caused by changing payment models, new technologies, changing patient preferences and a significant challenge to the status quo of many legacy healthcare services models. They are most focused on adding value to their client relationships and are often able to do that from their first conversation.

• Kevin’s experience as a “slow” endurance athlete 
• Tough moments and how to handle them 
• The 80/20 Rule 

...and so much more.

***

KEVIN STARK is a 22-year Navy SEAL veteran, endurance athlete, and performance coach. As the Director of Coaching for Arena Labs, Kevin leverages his expertise to bring the tools, frameworks, and resources of high-performance cultures to the nurses, doctors, and administrators serving on the frontlines of healthcare. Kevin is passionate about helping others create and walk a path of meaning and excellence through the actualization of purpose and values and has developed coaching programs and curriculum to help clinicians flourish despite the pressures of the modern medical environment.

Prior to joining Arena Labs, Kevin served as a Navy SEAL for 22 years. His most recent role was on a Naval Special Warfare Unit as a team leader in a rapid innovation group. In this role, he led and coordinated the activities of a diverse team of SEALs, explosive ordinance technicians, pilots, engineers, and national-level labs in the experimentation, adaptation, and acquisition of cutting-edge technologies in direct support of national defense priorities.

As a SEAL, Kevin deployed overseas multiple times in support of US National Defense Strategy, led SEAL training as the senior instructor, managed the US Naval Academy SEAL candidate selection process, and served as team leader in a purpose-built innovation cell. In total, Kevin has either trained, coached, or mentored nearly 10,000 SEAL candidates and US Naval Academy Midshipmen through some of the world’s most demanding selection courses. Two of his fondest adventures were leading a group of Naval Academy students to the summit of Mount Kilimanjaro and another group on a multi-day trek to Patagonia.

At his core, Kevin is passionate about tapping into the inner strength we all possess to turn obstacle into opportunity. Kevin values honor, integrity, determination, respect for others, and believes that reaching our edge is only the beginning of what we are capable of. He has completed expedition length adventure races, rock and alpine climbs, and 100-mile ultramarathons. He received an MBA and an MS (Special Operations) from the Naval Postgraduate School and is a NASM Certified Personal Trainer.

Most importantly, Kevin is a proud husband and father to three children. As a family, they enjoy learning, seeing new places, spending quality time together, and surviving until the kids’ bedtime.

• On his first day of radiotherapy and chemotherapy in August 2019, it was the first day he started his Ironman training
• What faith means to him and his path of re-finding faith
• How to be the best version of yourself in the different roles you play in life 

...and so much more.

• What LPs want from emerging manager pitches
• The importance of communications
• The ups and downs of being an emerging manager

...and so much more.

BRIAN BANK is a partner-level, client-facing non-lawyer within Kirkland and Ellis's Investment Funds Group, the largest and most active private equity focused law firm globally. His practice represents over 700 investment managers and has assisted his clients in raising over $1.4 trillion in the last 4 years.

Leveraging over 20 years in the PE, VC, and alternative investment industry as a limited partner and a placement agent, Brian provides Kirkland's funds clients strategic and tactical advice/expertise on firm formation and launch, fundraising, LP matters, investor relations, marketing, LP communications, and other commercial/non-legal topics. As part of Kirkland's business development team, Brian has worked with over 50 clients and has either been solely responsible or contributed to 50+ new clients leading to nearly $100M+ in incremental revenue.

Prior to Kirkland, Brian led US PE origination for First Avenue Partners, a UK-based placement agent. From February 2011 to March 2015, he managed and led the Advanced Capital Intelligence Funds, an investment platform created by Aspiriant, serving as both Director of Investor Relations and as Director of Private Equity. In these roles, he was the subject matter expert for all investments and was responsible for managing $500m+ of assets. From 2000-2010, Brian oversaw US PE and VC fund Investments and co-Investments for a UK-based investment company. During this period, he was solely responsible for sourcing, conducting due diligence, and managing GP commitments and relationships. Additionally, he identified and executed co-investments.

Prior to 2000, Brian spent three years with E&Y Management Consulting. Among his engagements, he managed all divestiture-related activities of an $8 Billion division of a Fortune 25 company completing a corporate carve-out, managed the current state assessment of a 3,500 person administrative support division of a major international services firm, and managed a sourcing/supplier analysis for a health care client consolidating greater than 30 purchasing organizations from 37 separate facilities and greater than $500 million in annual procurement.

• how to utilize core values in a unique way
• leading and incentivizing a team in 2022
• record highs at Huron Capital

...and so much more.

JIM MAHONEY is the Managing Partner of Huron Capital. In addition to sourcing, evaluating, executing and managing investments, Jim is responsible for setting strategy and managing the operations of the firm. Jim is a member of the firm’s Investment Committee.

His experience includes mergers and acquisitions, equity and debt financings and restructurings for middle market businesses across a variety of industries. Prior to joining Huron Capital in 2007, Jim was with Conway MacKenzie, Inc., a boutique firm focused on restructurings and special situations. Prior to Conway, Jim was an investment banker with Robert W. Baird & Co. Although his experience covers a range of industries, he is focused primarily on niche segments within the business services space, including facility, infrastructure, and utility services.

B.A. in Economics and Political Science from Villanova University; M.B.A. from The University of Chicago Booth School of Business with concentrations in Finance and Accounting.

Jim has served on over a dozen Huron Capital portfolio company boards, currently serving as Director of Albireo Energy, Sciens Building Solutions, Sunland Asphalt and Construction, TriStruX and Pure Dental Brands.

• Seizing opportunities when they present themselves
• What it means to be a first generation American
• Why infrastructure is more than toll roads and bridges

…and much more.

David Cibrian is CEO, CIO, and Co-Founder of American Triple I.  He is responsible for developing and directing overall business strategies; building trusted relationships with asset and investor partners; leading high-quality investment decisions; and enforcing adherence to compliance, legal, and operating guidelines and policies.  David was formerly a Managing Director with Brevet Capital, a New York City-based investment firm founded in 1998.  Among other responsibilities, he headed Brevet’s firm-wide Government Financing Programs.  He is experienced in various facets of fund management, including originations, underwriting/structuring, and asset management.  David also served in a variety of roles during his career – lawyer, accountant, corporate executive, and investment professional.  David was formerly a CPA with Ernst & Young, Los Angeles and was a practicing international and corporate attorney for 25 years, including his experience in public finance at O’Melveny & Myers, Los Angeles.  David formerly served on the Board of Mirage Energy Corporation, a start-up developer of natural gas storage facilities outside of the United States, and the Board of Onko Solutions, a development stage medical device company.  He was also a Senior Advisor to Civitas Capital Group, an alternative investment firm.

David is a former member of the Texas Finance Commission and the Texas Credit Union Commission having been appointed by then-Texas Governor Rick Perry.  David holds a Juris Doctor with honors from Georgetown Law School and a Bachelor of Science in Accounting with honors from Loyola Marymount University.

• David’s journey from Cuba, to East Germany, to America
• Learning to be uncomfortable
• How to bring meaning into your life

and so much more…..

David Perez is a Co-Founder and Managing Partner of Avance Investment Management, LLC. Prior to founding Avance, David was the President and COO of Palladium Equity Partners. Prior to Palladium, he had several senior private equity roles, including Principal of General Atlantic Partners and Atlas Venture and Senior Associate of Chase Capital Partners. David started his career with James D. Wolfensohn and Co, focused on mergers and acquisitions.

David earned his B.S. in Systems Engineering from Dresden University of Technology, a M. Eng. in Engineering Management from Cornell University, and an MBA from Harvard Business School. He is a member of the Council on Foreign Relations, a Co-Chair of the Harvard University Cuba Studies Advisory Group, a member of the Cornell Engineering School Advisory Group, President of the Board of Trustees of the Trinity School in New York City, and a longstanding board member and former President of the Board of Ballet Hispánico. He also served as Chairman of the Board of the NAIC. David lives in New York with his wife and three children.

• Mike’s journey of becoming an IRONMAN
• Figuring out your “Whys” and finding your motivation
• Advice for creating a daily structure

and so much more….

Prior to joining Cohere Capital, Mike was Vice President of Operations at Shields Health Solutions where he focused on strategic growth, business development, and day-to-day operations serving the company’s health system customers. Prior to joining Shields, Mike was a Senior Associate at Gauge Capital where he focused on private equity investments in high growth, entrepreneur-owned companies in the healthcare and consumer services sectors. Earlier in his career, Mike was an analyst at Houlihan Lokey and BB&T Capital Markets where he advised clients on mergers and acquisitions in the aerospace, defense, and government services sectors. Mike received his Bachelor of Arts degrees in Markets and Culture (Behavioral Economics) and English from Southern Methodist University.

• authenticity and the importance of being true to yourself
• spotting the early indicators for success
• acknowledging the small victories

...and so much more.

Named to "Forbes 50 over 50" Inaugural List and one of Entrepreneur Magazine's "100 Powerful Women" TRACY CHADWELL is an experienced venture capital investor and attorney. Notable investments include early investments in Beautycounter (sold for $1 Billion), Tempo Automation, HopSkipDrive and May Mobility. She is a leader and a sought after speaker within the community of women founders, innovators and entrepreneurs, including giving testimony before a U.S. Senate Committee. She has been a speaker for the Nantucket Project, MIT and TEDx NYIT. In 2018, she was won Moffly Media's "Women's Business Advocate" award.

• the insanely fast growth of MiddleGround and the importance of being flexible
• how Fund I has shaped them for raising Fund II
• ‘Women's Wing’ program & the importance of female empowerment

...and so much more.

LAUREN MULHOLLAND is a Partner at MiddleGround where she is responsible for transaction sourcing and management of the Investment Team with John Stewart. She started her career in investment banking as part of the Financial Institutions Group at Banc of America Securities and then moved to Macquarie Capital to help launch a private capital markets platform. She subsequently worked at Monomoy Capital, where she was a Director on the investment team. Lauren received a Bachelor of Science in Business Administration from the Kenan-Flagler Business School at the University of North Carolina at Chapel Hill as well as an MBA with Honors from Columbia Business School.

In March 2020, Lauren was named among Buyouts Women in PE 10 rock stars making waves in private equity. Then in May 2020, Lauren was named to PEI’s The Future 40 List. While Lauren is now a certified New Yorker, her native Iowa roots are easily identifiable thanks to her love of corn. Lauren likes to spend her spare time golfing and she and her husband, Brian, are the proud parents of three girls, Maddie, Cece and Ellie.

• key lessons from the entrepreneurial journey
• recognizing leadership strengths and weaknesses
• the power of partnership when building a business

...and so much more.

MICHAEL CURRY is the Chief Executive Officer of Apex Physics Partners, where he directs the company’s strategy, sales, marketing and business development efforts.

Mr. Curry began his career as an investment-banking analyst in London with Morgan Stanley, where he provided financial analysis and project management for media and communications acquisitions totaling over $6 billion. Michael received his BBA from Emory University and his MBA from the University of Chicago Booth School of Business where he was a recipient of both the Charles M. Harper Scholarship and the Robert Toigo Fellowship.

• the importance of mentorship in private equity
• the most important core values when building a business
• parenting advice

…and so much more.

GRETCHEN PERKINS is a Partner at Avance Investment Management, LLC, and is responsible for sourcing investment opportunities both for the firm and for portfolio companies. Gretchen brings over 20 years of sourcing and business development experience, having created and implemented successful business development organizations and programs at her two prior firms: Huron Capital and Long Point Capital, in addition to many prior years in a variety of financial services and consulting roles.

She earned her Bachelor of Business Administration from the University of Michigan. Gretchen has been an active member of the Association for Corporate Growth for over twenty years, having held multiple board and leadership positions in the ACG at the chapter and national levels. Gretchen will Chair the ACG Intergrowth national conference in 2022. Gretchen is also involved in multiple non-profit endeavors, including the following organizations: Endeavor Detroit, Detroit Police Athletic League, United Cerebral Palsy of Michigan, and 100 Businesses Who Care. Gretchen resides in Florida and has two grown children.

HOST

Jordan Selleck | CEO & Co-Founder, 51 Labs

PANELISTS

Rob Bauer | Managing Partner, Bassett Creek Capital

Jon Finger | Partner, McGuireWoods

Peter Roushdy | Managing Director, Gladstone Companies

Sheryl Mejía | Managing Partner, Steward Asset Management

Barry Uphoff | Founder & Managing Partner, Martis Capital

• the benefits of anchor investing
• advice to emerging managers

...and so much more.

SHERYL MEJÍA leads sourcing, diligence, execution, and monitoring of anchor investments targeting newly forming private equity and opportunistic strategies. She maintains a focus on strategies of growing interest to Institutional Limited Partners, ultimately seeking to steward the next generation of alternative asset management leaders.

Most recently, she was the Director of Emerging Managers at the New York State Common Retirement Fund, overseeing over $7 billion in commitments to more than 120 smaller and emerging firms. She is passionate about supporting the incubation of owner-manager entrepreneurs, those with a strong record of allocating to small buyout, growth equity, and other private fund strategies.

Previously, she was the Managing Partner of Decagon Advisors, focused on the due diligence of smaller private funds as well as supporting the launch advisory practice for newly forming firms. Decagon was formed as a direct result of the evolving needs in her previous role as Macroeconomic and Due Diligence Analyst at KCS Funds, a Fund of Funds. Prior to that, she served in asset management and client-facing roles as a Director at Deutsche Bank (formerly Bankers Trust Asset Management) after beginning her career at KPMG in the Financial Services practice.

She holds a Bachelor of Commerce, Honors, from Queen’s University in Canada and an M.B.A. from the Wharton School of the University of Pennsylvania. She is a CFA charterholder and a Canadian Chartered Accountant. In addition, she serves as Director of the Levy vonWald Foundation, which primarily focuses on literacy initiatives in New York State.

• breaking the mold of a small town upbringing
• the importance of being your own advocate as a woman in finance
• how a commitment to fitness conditions you to dream big

...and so much more.

MELANIE BRENSINGER is a Founder and Managing Partner of Anagenesis Capital Partners. She is a member of the Investment Committee and is responsible for general management of the firm as well as originating, executing, and managing investments. Ms. Brensinger serves on the Boards of various Anagenesis’ portfolio companies. In addition, she is also a Board member of the SBIA Board of Governors, Advisory Board member for the Kayo Credit Series and on the Board of The PIT Foundation.

Ms. Brensinger has over 23 years in the leveraged buyout market originating, underwriting, and managing senior debt, junior capital, and equity investments. Prior to founding Anagenesis, Ms. Brensinger was a Managing Director and senior originator at GE Capital, Healthcare Financial Services (HFS) where she was responsible for originating and underwriting financings for private equity led healthcare buyouts. During her nine years at GE, Ms. Brensinger originated and closed over 48 new healthcare deals and many other participant transactions aggregating over $2 billion in deal volume. Prior to joining GE Capital, Ms. Brensinger was a Director in the Private Equity Sponsor Coverage Team at Scotia Capital, where she originated and underwrote numerous domestic and international leveraged buyouts in various industries.

In 2006, Ms. Brensinger established The PIT Foundation, a 501c3 nonprofit foundation, to provide education to children in Kenya. In 2009, Ms. Brensinger was nominated by her peers and selected to receive the Gerald L. Phillippe Award in recognition of her extraordinary record of volunteer service. She was one of only nine recipients selected in 2009 for this recognition from over 300,000 GE employees around the world. In 2012, Ms. Brensinger was nominated and selected for the GE Women in Commercial Program.

Ms. Brensinger received her BS from York College with a dual degree in Economics and Finance with a minor in Accounting.

• the importance of the "side door" mentality
• an early initiation into the entrepreneurial way of life
• IMB's line of thinking around GovCon and MBE certified businesses

...and so much more.

TARRUS RICHARDSON is the Founder and CEO of IMB which was started in 2010. He has 25 years of private equity experience, has invested over $500 million of capital and completed over 20 platform buyouts and add-on acquisitions.

Prior to IMB, Tarrus co-founded ICV Partners, a $440 million minority-owned private equity firm from 1998-2010 and worked at JLL Partners, a private equity firm with over $2 billion of AUM, and Citibank (formerly Salomon Brothers).

Tarrus is the founder of the Council of Urban Professionals (CUP), a top leadership development and networking organization based in New York and Los Angeles and a founding board chair of All Star Code, a leading non-profit focused on helping boys of color code.

Mr. Richardson received a BS in Accounting from Purdue University (where he has served as the Purdue Black Alumni President and as Student Body President) and an MBA from Harvard Business School, where he was a Robert Toigo Fellow.

• The journey from small-town Nebraska to Rhodes Scholar
• How dreams of becoming a physician morphed into PE
• Lessons learned from raising a first fund

...and so much more.

BARRY UPHOFF is Founder & Managing Partner of Martis Capital. Prior to Martis Capital, Barry was a Senior Investment Professional at Silver Point Capital. Prior to Silver Point, Barry was a Director with Trivest where he led the firm’s healthcare investing. Prior to Trivest, Barry was a founding Partner of Diamond Management & Technology Consultants.

Barry received a BA in Biochemistry from the Johns Hopkins University, Phi Beta Kappa. Barry read for a Diploma in Law and an MSc in Medicine at Oxford University as a Rhodes Scholar. Barry also received an MBA from the University of Chicago.

• founding Project Sunflower
• the necessity for thought-diversity
• why supporting women in finance is so important

…and much more.

DEBBIE ACKERMAN co-founded Twin Bridge Capital partners and has specialized in middle-market investing for most of her career. In addition, she recently founded Project Sunflower.

Prior to co-founding Twin Bridge, Ms.Ackerman was Senior Partner of PPM America Capital Partners, where she was most recently responsible for managing the private equity fund-of-funds business. She also worked on various other private equity and investment activities, including underwriting equity co-investments. Earlier in her career, Ms. Ackerman worked at Heller Financial in assorted private equity and lending positions.

Ms. Ackerman currently serves on the board of Specialized Education Services and holds advisory board seats for Goldner, Hawn, Johnson & Morrison V, Calera Capital IV, and Swander Pace Capital Partners IV, as well as numerous other observer seats. She earned her MBA at Northwestern University and her BA in Finance from the University of Illinois.

• the application of conscious capitalism in private equity
• balancing margin vs. mission
• misconceptions about capitalism

... and so much more.

SUNNY VANDERBECK is an investor, entrepreneur, best-selling author, and former military leader focused on accelerating the growth of mid-market companies and creating best-in-class, built-to-last businesses.

Sunny is co-founder of Satori Capital, a multi-strategy investment firm founded on the principles of conscious capitalism. By providing real-world insights from its experienced team and long-term funding with no fixed time constraints, Satori acts as a true partner for its portfolio companies as it challenges them to pursue extraordinary outcomes for all stakeholder groups.

Before founding Satori, Sunny co-founded and served as CEO of Data Return, a leading provider of managed services and utility computing. The company sustained 40% quarter-over-quarter growth for more than three years and reached a $3 billion market capitalization, making Sunny one of the youngest CEOs ever to lead a Nasdaq-listed company. For more than a decade, Sunny led the company through all phases of growth and transformation, received numerous honors including an “Entrepreneur of the Year” finalist designation from Ernst and Young, and nurtured a conscious culture for all of the business’ stakeholders.

His experiences with building, selling, buying back, and re-selling Data Return, along with his subsequent involvement with dozens of private businesses at Satori, led Sunny to publish his first book, Selling Without Selling Out: How to Sell Your Business Without Selling Your Soul. The book serves as a roadmap for business leaders who face the unique challenges and quandaries involved in selling a business or taking on a financial partner. Drawing on hard-won wisdom earned through decades of experience, Sunny and other business founders and CEOs provide pragmatic guidance on navigating the complicated ins and outs of the sale process while preserving what matters most.

Prior to founding Data Return, Sunny served as a Section Leader of the 2nd Battalion, 75th Ranger Regiment and led technical teams at Microsoft. Both roles helped him learn the value of principled leadership in extraordinarily challenging situations. Sunny continues to share his thoughts on leadership, strategy, business operations, and long-term value creation as a sought-after speaker and as an advisor and board member to several private companies. He is also a long-standing member of YPO (formerly Young Presidents’ Organization), where he served as the North American co-chair of the organization’s sustainable business network and co-founded the YPO Entrepreneurship and Innovation Network, which helps more than 3,500 president and CEO members accelerate the growth of their businesses.

EDWARD CRAWFORD is Co-founder and President of Coltala Holdings.  Prior to co-founding Coltala, Edward was a Managing Director at Avesta Holdings, where he led business development activities, identified capital and acquisitions, special situation opportunities and managed key investor relationships. Edward helped build Avesta’s business to include over 320 employees, $1billion in assets and $100 million in revenue.

Before joining Avesta, he held the role of Vice President at Goldman Sachs where he spent seven years as an advisor to numerous CEOs, institutions and private company owners. Edward joined Goldman Sachs from the private equity firm Advantage Capital Partners (ACP), a national lower, middle-market, private equity firm. 

Prior to joining ACP, he served as a Peace Corps volunteer in the Dominican Republic where, at age 23, he founded a four-member coffee cooperative and grew it to include more than 200 coffee farmers with access to global markets. 

Edward is a TEDx speaker on Servant Leadership and has been highlighted in World View Magazine, Dallas Business Journal, D CEO Magazine, and The Washington Post. Edward was a top 50 under 50 Diversity MBA Magazine winner, A Peace Corps Success Story, U.S Peace Corps, a MACVPAC 40 under 40 Business Leader, and selected as Peace Corps top 40 under 40 on the 40th anniversary of Peace Corps Founding. 

Edward is a trustee on the Business School Council at The Freeman School of Business at Tulane University, a Co-Founder of War Veterans Fund, and is a Term Member of the Council on Foreign Relations.

As a U.S. Naval Intelligence Officer, Mr. Crawford served with Special Operations Command South in Latin America. From 2012-2013, he was deployed to Afghanistan as the Tribal and Political Adviser for SEAL Teams Two and Four in support of a Special Operations Task Force. He was awarded the Bronze Star for his service.

Edward holds an MBA from the MIT Sloan School of Management and he is an MIT Sloan Leadership Fellow. He holds an MA, GMBA from Tulane University in Latin America Studies / Finance, where he was also a Morton Aldrich Fellow, a FLAS Fellow and a Cowen Scholar. Edward holds a BA from Texas Christian University in English Literature.

• how a life-altering tornado is the best thing that ever happened to him
• effective leadership plus emotional availability
• the lessons (and the baggage) of growing up in an entrepreneurial family

…and so much more.

STEVE COOK co-founded LFM Capital and brings to the Firm over 29 years of operating experience, having served in a variety of senior executive and functional roles in manufacturing, supply chain, engineering, technology and sales.

Prior to founding LFM, Steve was a Principal with TVV Capital (2010-2014), where he directed the portfolio value creation efforts of six portfolio investments, with a focus on operating improvements, management recruiting, leadership development training and performance. Steve also helped to identify investments and served in a leading role on deal negotiations. He also served on the boards of four TVV portfolio companies: INDCO, Critical Solutions International, Big 3 Precision Products, and Bigham Brothers.

Prior TVV, Steve was Chief Operating Officer of MFG.com (2009-2010), the world’s largest global online marketplace for the manufacturing industry, where he directed all functions, excluding finance and HR, for a global six-office (U.S., Asia, Europe), 250-employee, fast-growing company.

Prior to MFG, Steve spent 11 years as a Southeastern regional Senior Director with The Dell Corporation (1998-2009) serving in a range of executive roles that included GM Dell Nashville Consumer Business and Nashville Site Lead, Director of Manufacturing for Dell’s Nashville Campus, and Director of Dell’s Supply Chain Engineering and Demand/Supply Balancing.

Prior to Dell, Steve served as a Lieutenant in the United States Navy (1989-1996), where he flew combat missions in support of Desert Shield and was selected to participate in test squadron flying test missions in all Navy/Marine Corps aircraft.

Steve received a BS in Electrical Engineering from the United States Naval Academy, his MS in Electrical Engineering from MIT’s School of Engineering and his MBA from the MIT Sloan School of Management where he graduated first in his class. He has served for over 21 years as a member of MIT’s Leaders for Global Operations Operating Committee where he speaks to classes annually on executive leadership and career management.

Steve and his wife, Shannon, recently celebrated their 30th wedding anniversary and have three wonderful children, Alexis, Christian and Jackson. Steve and his family love to surf and water ski behind their boat, snow ski, SCUBA and kite surf. Steve also enjoys rowing and Crossfit.

HOSTS

Jordan Selleck | CEO & Co-Founder, 51 Labs

Jing Li-Selleck | Co-Founder, Head of Creative, 51 Labs

Caroline Young | Director of ESG, HKW

PANELISTS

Melanie Brensinger | Managing Partner, Anagenesis Capital Partners

Alexandra Lebenthal | Senior Advisor, Houlihan Lokey

Michelle Noon | Co-Founder & Managing Partner, Clearhaven Partners

Gretchen Perkins | Partners, Avance Investment Management

Ivelisse Rodriguez Simon | Managing Partner, Avante Capital Partners

Amy Weisman | Managing Director, Sterling Investment Partners

• how to be a founder if you’re not Mark Zuckerberg
• challenges of starting a tech platform
• important considerations for a smooth entrepreneurial journey

…and so much more.

• the importance of identifying a niche
• setting goals as an entrepreneur
• work/life integration vs. work/life balance

…and so much more.

GLENN OKEN’s primary focus at Mangrove is originating deal opportunities and qualifying acquisition candidates.

He also assists Mangrove portfolio companies with corporate development issues and is a member of Mangrove's Investment Committee. Prior to co-founding Mangrove, Glenn was the most tenured partner at Florida Capital Partners. Between Mangrove and FCP, Glenn has helped to build two of the most experienced and successful lower middle market private equity funds in the nation.

Over the past 28 years as a private equity partner, Glenn is well known for his candid and effective "win/win" partnering with company owners, managers, and their advisors.

Glenn is a firm believer in the power of internal operating partners in private equity, to bring more than just the commodity of cash to portfolio partners. Glenn worked in the southeastern headquarters of L.F. Rothschild and at NCNB National Bank early in his career, and holds a B.A. from the University of Virginia.

• the journey of starting a firm from scratch
• the trajectory of women and POC in finance
• hitting the right balance of family + career, and making it all work

...and so much more.

SUZANNE YOON is the Founder and Managing Partner of Kinzie Capital Partners, a Chicago-based private equity firm that invests in lower middle market companies in the consumer, manufacturing and service industries. In 2017, she launched Kinzie as part of her long-standing vision to advance the use of technology, data analytics and innovation to help unlock value for companies. Her creative outlook on the use of technology in the Private Equity sector leads to improved operational efficiency and new avenues for growth within Kinzie’s diverse portfolio of companies and investors. Three years after its founding, Kinzie was recognized by the Private Equity Women’s Investor Network (PEWIN) as Female Founded Firm of the Year 2020.

Suzanne has over 20 years’ experience investing in and advising middle market companies. Before founding Kinzie, she served as a Managing Director of Versa Capital Management, where she led transaction development throughout North America. Prior to that role, Suzanne was a Senior Vice President of CIT Group. She also co-founded LaSalle Bank/ABN AMRO’s Corporate Restructuring Group and held positions in distressed loan portfolio management and advisory at LaSalle Bank and Ernst and Young’s Corporate Finance group, respectively.

A respected leader in both the business and civic spheres, she serves on several private company boards and civic boards such as: The National Philanthropic Trust (NPT), the largest independent Donor Advised Fund manager in the world with over $14BL under management, where she serves as the Chair of the Board of Trustees; The Council of Korean Americans (CKA) where she co-chairs the Finance Committee; Chicago Public Library Foundation; and HFS Chicago Scholars, an organization that serves economically disadvantaged Chicago inner-city high school students. Additionally, Yoon serves on the Steering Committees of the Private Equity’s Women Investor Network (PEWIN) and Women’s Association of Venture & Equity (WAVE.) She is also a member of the Association of Asian American Investment Managers and the Economic Club of Chicago.

Suzanne earned her Bachelor’s Degree in Economics from the University of Iowa and is an Executive Scholar of Northwestern University’s Kellogg School of Management. Last year, Mergers & Acquisitions named her to the 2020 Most Influential Women in Mid-Market M&A and the Wall Street Journal recognized her as a top female deal maker shaping private equity’s present & future. Suzanne lives in Chicago with her husband and three children and is an outdoor and sports enthusiast who enjoys golfing and fishing with her family.

- key considerations of a BD career

- compensation trends

- common mistakes in BD

- how to be an efficient BD professional

…and so much more.

HOST

Jordan Selleck, CEO & Co-Founder, 51 Labs

PANELISTS

Jeremy Holland, Managing Partner, Riverside Company

Luke Johnson, Partner, Arcline Investment Management

Scott Erickson, Principal, Head of BD, Aurora Capital

Matt Moran, Principal, Head of BD, Inverness Graham

Sheila Dharmarajan, Partner, Head of IR & BD, ZMC

Erin Carroll, Partner, BraddockMatthews

• measuring marketing-led deals
• how to think about content in PE
• the viability of LinkedIn vs. Facebook, Instagram, Twitter

--and so much more.

RYAN PARKER joined Trivest in 2019 as its first Director of Marketing. He leads the integration of systems and processes to modernize firm communications, set strategy, improve design facility, and drive data-enabled decision making at the firm level and across the portfolio. Ryan has extensive experience leading creative production and brand development initiatives within real estate, technology, and sports initiatives. Prior to joining Trivest, Ryan held multiple roles in brand marketing, including Group Creative Director of CAA's golf division, a leading sponsorship consulting agency with clients including Bose, CDW, Farmers Insurance, Zurich and the PGA tour. He holds a BA in Economic Geography and an MS in Real Estate, both from the University of Florida.

• the power of a relationship in today’s market
• how to make memorable, meaningful connections
• lessons learned from entrepreneurial families

—and much more.

JAY JESTER is a Partner at Plexus Capital. Jay is a member of the senior leadership team and works alongside the other team members to chart the strategy and vision for Plexus. In addition, Jay interacts with investors, assists with sourcing new investment opportunities, and helps oversee the portfolio.

Jay is a graduate of the University of North Carolina where he earned a Bachelor of Arts in English and Interdisciplinary Studies. After UNC, Jay was an investment banking analyst with Bowles Hollowell Conner & Company in Charlotte, NC. After BHC, Jay spent eight years as a Partner at Florida Capital Partners, in Tampa where he helped to lead the firm and to build the firm’s business development engine.

In January of 2000, Jay joined Audax Group. During his 19 years with the Audax, he served as senior member of the leadership team of Audax Group and Audax Private Equity. Jay focused on deal sourcing and business development, but also served on the investment committee and played an active role in charting the strategy and direction of the firm, contributing to recruiting, training, investor relations, professional development, financing and portfolio operations.

Jay is an active member of several M&A and business networking organizations, including YPO and ACG.

Jay is originally from Greensboro, North Carolina. Jay and his wife live in Raleigh.

51 Labs assembled a panel of incredible women in the M&A industry to share their experiences, reflect on the state of the industry, and offer advice to women at any stage in their private equity career.

HOSTS

Jordan Selleck | CEO & Co-Founder, 51 Labs

Jing Li-Selleck | Co-Founder, Head of Creative, 51 Labs

Caroline Young | Director of ESG, HKW

PANELISTS

Melanie Brensinger | Managing Partner, Anagenesis Capital Partners

Alexandra Lebenthal | Senior Advisor, Houlihan Lokey

Michelle Noon | Co-Founder & Managing Partner, Clearhaven Partners

Gretchen Perkins | Partners, Avance Investment Management

Ivelisse Rodriguez Simon | Managing Partner, Avante Capital Partners

Amy Weisman | Managing Director, Sterling Investment Partners

• feeling like an outsider
• the importance of meeting pressure head-on
• how to make an impact on your community

—and so much more.

LEON BRUJIS joined Palladium in 2007 and serves as a Partner. Previously, he worked for the mergers and acquisitions group at Lehman Brothers. Mr. Brujis serves on the Board of Directors of Palladium portfolio companies Daniel's Jewelers and TransForce and has served on the Board of Directors of Palladium portfolio companies Cannella, Del Real, Pronto Insurance, Raben Tire, Teasdale and Celeritas. Mr. Brujis serves on the Board of Directors of the New America Alliance. Mr. Brujis earned a M.S. in Finance, Economics & Cost Engineering and a B.S. in Operations Research (magna cum laude) at The George Washington University.

• training for an ironman
• the importance of discipline
• stories from the race
• what the future looks like for Chris

...and so much more.

A few folks on the podcast may even commit to an Ironman on this episode--listen to hear for yourself.

To learn more about Chris and his journey, visit www.chrisnikic.com.

• how to navigate a career pivot
• inspiration from powerful women
• how to instill values in young people

...and much more.

Alexandra Lebenthal has more than three decades of experience in financial services, having joined her family’s business, Lebenthal & Co., in 1988 and becoming President and CEO seven years later. In 2007, after selling the company, she relaunched her own certified woman-owned company as its President and CEO, recognized as a leading woman-owned broker-dealer in corporate capital markets. Over the course of her career, Ms. Lebenthal has received numerous awards and accolades, including being named one of New York's “100 Most Influential Women” by Crain's New York Business in 1999 and one of the “Top 50 Women in Wealth Management” by Wealth Manager in 2009. In 2013, she was named to both Crain’s “Largest Women-Owned Businesses” and “Fast 50” lists. She has served as a board member of The Committee of 200, an organization for businesswomen, and a board member and Treasurer of SIFMA. She also co-founded The Women's Executive Circle in 1996, a women's mentorship program.  

Ms. Lebenthal holds a B.A. in History from Princeton University.

We cover:

• Stories from the early days pioneering BD
• How sourcing has changed since they began
• What they hope for the future of BD, BD “from home”, etc.

 --and we answer tons of questions submitted by attendees from Part 1.

HOSTS

Jordan Selleck | CEO & Co-Founder, 51 Labs

Dan Lee | Partner, Comvest Credit

PANELISTS

Bob Landis | Partner, Riverside Company

Glenn Oken | Managing Director, Mangrove Equity

Gretchen Perkins | Partner, Avance Investment Management

Jay Jester | Partner, Plexus Capital

Mark Jones | Partner, River Associates

• how to differentiate yourself using LinkedIn, blogs, podcasts, videos
• how to best manage your personal and firm branding
• outsourcing services to compliment your pillar BD efforts
• what BD may look like in 2021

--and so much more.

PANELISTS

CARLOS A. SOTO | Managing Director & Head of BD, Comvest Partners

HEATHER MADLAND | Partner & Head of BD, Huron Capital

JEREMY HOLLAND | Managing Partner of Origination, Riverside Company

MARK GARTNER | Principal & Head of Investment Development, ClearLight Partners

RYAN GRAND | Principal (BD), HKW

SPONSOR

SourceScrub: a data platform built to empower customers to find, research, and connect with private companies – using data to transform the M&A and private company investment industry

José Feliciano is Co-Founder and Managing Partner of Clearlake Capital Group, LP. Clearlake is a leading private investment firm that has managed approximately $9 billion of institutional capital since its inception. José is involved in the investment side of the firm, as well as its day-to-day management, and currently serves on the Board of Directors of several Clearlake portfolio companies.

José started his career in investment banking in the Mergers & Acquisitions and Corporate Finance Groups at Goldman, Sachs & Co. Prior to co-founding Clearlake, José was a Partner and member of the investment committee at Tennenbaum Capital Partners, a leading alternative investment management firm, and served as Chief Financial Officer of govWorks, Inc.

In 2014, José and his wife, Kwanza Jones, founded the SUPERCHARGED Initiative, a philanthropic grant-making and impact investment organization. Their initiative is focused on creating lasting impact in four key areas: Education, Entrepreneurship, Equal Opportunity, and Empowerment. To date, the organization and its affiliates have made over $40 million in commitments to diversity efforts and over $25 million to organizations focused on education and empowerment. José is also a Board Member of Robert F. Kennedy Human Rights, which works alongside activists to ensure positive changes in governments and corporations, and sits on the Board of Directors of the Robert Toigo Foundation. The Robert Toigo Foundation is dedicated to promoting the career advancement and increased leadership of under-represented talent.

José graduated from Princeton University with a BS in mechanical & aerospace engineering and received his MBA from the Graduate School of Business at Stanford University.

Topics include:

• The intersection of diversity management and talent management
• How to retain top tier talent
• D&I goals we need to set as an industry

--and many more.

Anna Edwin, Senior Director, is the Global Head of Talent Development at TPG. In her role, Anna leads the strategy for performance management, talent management and diversity and inclusion. Previously, Anna worked at BlackRock, where she served as the Head of Leadership Development. In this role, she was responsible for all of BlackRock's executive leadership programs. Prior to joining BlackRock in 2017, Anna spent ten years at Goldman Sachs in a variety of Human Resources roles, including serving as a Business Partner for the Technology Division and roles within the Global Leadership and Diversity team and Goldman Sachs University.  Anna earned a BA in Political Science from the University of Pennsylvania. She currently serves on the Board of Trustees for Deerfield Academy, an independent co-educational boarding school in MA.

• How the profession has changed since they started
• What constitutes good BD vs. bad BD
• What advice they have for the next generation of BD professionals

...and so much more.

HOSTS

Jordan Selleck | CEO & Co-Founder, 51 Labs

Dan Lee | Partner, Comvest Credit

PANELISTS

Glenn Oken | MD, Mangrove

Gretchen Perkins | Partner, Avance Investment Management

Jay Jester | Partner, Plexus

Mark Jones | Partner, River Associates

Robert Landis | Partner, Riverside

Ted H. Kramer | CEO, HKW

• highs and lows of entrepreneurship
• accountability and integrity in the workplace
• how entrepreneurship interacts with family
• parenting

--and many more.

Michael Carter is the founding principal of Carter Morse & Goodrich where he serves as Managing Partner. He has been on the financial side of business from many perspectives: as a business founder, commercial lender, investment banker, board director, and business advisor.

With a broad-based background in a myriad of industries, Michael is well acquainted with the special requirements of each business situation. As a seasoned investment banker, he has advised over 100 M&A and financing transactions. In addition to his work with private companies, Michael has worked with several public companies as a board member and advisor. Michael is a founding member and former board director of the Association for Corporate Growth, Connecticut Chapter. He served on Weston’s Board of Finance for ten years. Michael joined the Fairchester board for National Federation for Teaching Entrepreneurship (NFTE), a non for profit, dedicated to teaching inner city kids about starting their own business. His last position was the chapter’s Vice Chairman.

Michael founded Push for Entrepreneurship, an extreme push-up fundraiser where participants do push-ups for two hours. Since its founding over a $100,000 has been raised for teaching students from low income neighborhoods about innovation and entrepreneurship.

Michael earned an MBA from Columbia University and a BA from the University of Rochester.

Charmel was previously a vice president with J.P. Morgan’s Investment Bank in New York City. During his 10-year career with J.P. Morgan, he focused on investment banking debt capital markets and leveraged finance, where he advised clients on capital structure solutions, deal structuring, and execution of syndicated revolving credit facilities, institutional term loans, and bond issuances.

Charmel holds a Bachelor of Arts in political science from Amherst College.

Mark previously served as an Associate and Senior Associate with ClearLight where he was a founding member of the firm’s Investment Development Group and also assisted with transaction due diligence, execution and portfolio company governance. Before ClearLight, Mark executed sell-side M&A transactions as an Analyst in Houlihan Lokey’s Basic Industrial Group.

Mark graduated with a BA in Economics and a Minor in Spanish from Duke University.

During his 20 years as a fighter pilot, Guy logged more than 2,784 total flight hours, 2,390 F/A-18 flight hours, 719 aircraft carrier landings, and was presented with the Defense Superior Service Award at retirement. Mr. Snodgrass is a member of the U.S. Naval Institute’s Board of Directors, a member of the Council on Competitiveness, and a 2019 graduate of MIT’s Seminar XXI national security and foreign policy program.

Edward is a TEDx speaker on Servant Leadership and has been highlighted in World View Magazine, Dallas Business Journal, D CEO Magazine, and The Washington Post. Edward was a top 50 under 50 Diversity MBA Magazine winner, A Peace Corps Success Story, U.S Peace Corps, a MACVPAC 40 under 40 Business Leader, and selected as Peace Corps top 40 under 40 on the 40th anniversary of Peace Corps Founding.

Charlie Maynard is Co-Founder and Senior Managing Director of BDA. Since founding BDA in 1996, Charlie has been based in Singapore, Tokyo, New York, Beijing, and now London. Charlie was based in Tokyo from 2002 to 2005 and established BDA’s office there and in Seoul. He has advised on a number of successful transactions throughout the region. Charlie advised Navis Capital in China’s largest control exit in 2014 by a private equity group, the sale of Trio to Weir plc. In 2015 he has advised Cosma (a Magna International subsidiary) on its acquisition of Chongqing Xingqiao and Cristal on its acquisition of Jiangxi Tikon. Prior to BDA, he worked for the Jardine Matheson Group in Hong Kong and Singapore. In 2011, he was named by M&A Advisor as one of their “40 Under 40” global M&A professionals. Charlie was educated at Oxford University (MA Hons, Geography).

BDA Partners is the global investment banking advisor for Asia. BDA is a premium provider of Asia-related advice to sophisticated clients globally, with over 20 years’ experience advising on cross-border M&A, capital raising, and financial restructuring. BDA has strategic partnerships with William Blair, a premier global investment banking business, and the Development Bank of Japan (DBJ), a Japanese government owned bank with total assets of US$150bn.

For most of 2015, Thor led a team of Afterburner consultants that was embedded in Silicon Valley with one of the top-five largest software companies in the world. While there, Thor supported the successful completion of more than 50 projects or “Missions” created from the CEO’s key strategic objectives.

Thor is humbled to have had the incredible experiences that executive leadership within the military and Afterburner have afforded him, but he’s most proud of the following accomplishments. In 2010, Thor was diagnosed with Stage IV cancer and given about a 15% chance to live. Instead of giving up, Thor decided to give back. He started a youth outreach program in San Antonio that has grown to help more than 15,000 at-risk kids. Their efforts have been featured on every news channel for 100 miles and one national media outlet. In 2012, he was selected out of 62,000 people to receive the AETC National Public Service Award.

Thor completed the New Zealand Ironman Triathlon in March of 2015 to commemorate the five-year anniversary of his Stage IV cancer diagnosis and to raise awareness for the rare and deadly cancer that he battled.

Thor sits on the board of several national organizations and is the co-founder of a military support corporation. As Afterburner’s CEO, Thor leads our team of more than 70 elite military professionals. He has helped achieve strategic objectives and foster elite teams for Fortune 100 companies within the tech industry, pharmaceuticals, finance, medical devices, retail apparel and several NFL teams.

Grant focuses on transaction sourcing for both new platforms and add-on acquisitions for the existing portfolio, as well as relationship management amongst the firm’s various constituencies.

Grant joined Atlantic Street in July 2015. Prior to joining Atlantic Street, Grant spent five years with The Riverside Company as a member of their Origination team, where he was responsible for evaluating new investment opportunities, developing intermediary relationships and executing on strategic initiatives for new business sourcing. Prior to Riverside, Grant worked for the New York County District Attorney’s office as part of their frauds investigation practice. He received his B.A., Cum Laude, in Economics from Colgate University.

Previously, Samantha was on the investment team at Generation Equity Capital (a lower middle market private equity firm) where she sourced, evaluated, and executed investment opportunities on its behalf. Prior to joining Generation, Samantha advised clients on a variety of M&A and financing transactions at Corporate Fuel Advisors.

TOPICS: (1) Developments in M&A and private equity across Asia, Europe, Africa, and the US, (2) Regulatory dynamics

See below for key takeaways from a unique panel of 3 global PE firms, a global investment banking advisor, and the largest & most active global PE legal practice.

Panelists:

• BDA Partners, Euan Rellie, Co-Founder
• Kirkland & Ellis, Duncan Enista, Partner
• Cathay Capital, Andre Puong, Partner, $4bn AUM, 143 investments
• DPI, Joanne Yoo, Managing Director, $1.6bn AUM, pan-African
• Riverside Company, Bob Landis, Founding Partner (Origination), $10bn AUM, 650+ transactions
• 51 Labs, Jordan Selleck, CEO & Co-Founder, a digital marketing agency for the middle market

Here are some of the key takeaways:

1. Global buyout transactions fell 60% from January to April and transaction volume is now trending around 1/3 of the five-year monthly average
2. Uncertainty in the US is hampering deal flow relative to other markets
3. Deals are getting done, but largely for add-ons and platforms known pre-COVID
4. Earn-outs: Not seeing a significant uptick in earn-outs; however, Duncan is seeing them as a way to get sellers back to the table when the valuations weren’t what they had hoped for during the lockdown
5. Hong Kong: The mood is bleak, according to Euan. Firms are moving out and there’s a feeling that it’s quickly becoming less of the multinational hub that attracted people for decades. In the short term, tying Hong Kong closer to China might not be all bad. For example, Chinese companies which may have be reluctant to do IPOs in Western markets might favor listing in Hong Kong
6. China: Doing most cross-border deals with China is incredibly difficult now. Also, 20 years ago you do a business meeting in a hotel lobby in China and you would find partners knocking on your door if you had a good product/brand in Western markets. Today, you have competitive local brands that are going to eat your lunch if you're not extremely aggressive and localize your business. You can't use the playbook of 20 years ago
7. Africa: Joanne Yoo, Managing Director at DPI, made it clear that Africa is not as connected to the rest of the world so the pandemic hit later and caused less damage. DPI's deal activity is actually busier than before. Their portfolio companies have largely been deemed as essential businesses and, like many lower/mid market company in Africa, they hold more inventory than other markets
8. What impact will the upcoming US election have on their business and strategies, based on a scale of 1-5? Joanne 2, Bob 3, Andre 3, Duncan 2, Euan 2

• Is it still worth it to get an MBA?
• The Importance of white space 
• Misconception of entrepreneurs
• How to align your organization’s value with all stakeholders
• Is being busy always a good thing? 
• Knowing when to say no

***

Todd Connor is a former management consultant, U.S. Navy veteran, and has held many leadership roles in the public and private sector – with the belief that we can all change and redirect our lives.

Todd is the CEO of Bunker Labs, a national non-for-profit organization built by military veteran entrepreneurs to empower other military veterans as leaders in innovation. 

Todd is also the architect and ideator behind The Collective Academy programs. A successful entrepreneur, he is expert at turning ideas into action into reality. He is all about learning by doing, and pushes others to be brave and be of service.

Todd co-owns Emerson House, a country manor retreat center in La Porte, IN.

***

BIO

Michelle co-founded Clearhaven Partners and sets firm strategy and direction. Michelle is the Chairman of Clearhaven's Investment Committee.  Prior to founding Clearhaven Partners, Michelle developed a love for investing in software and technology businesses, having started in finance and investing nearly 20 years ago. Michelle was a member of the investment teams of Thoma Bravo and Riverside Partners. At Riverside, Michelle was a General Partner and member of the investment committee. Prior to her career in technology investing, Michelle worked in energy and utilities investment banking at Morgan Stanley.

Michelle holds an MBA, with distinction, from Harvard Business School and a BBA from the University of Notre Dame.

***

BIOs

Aly Lovett is a Partner at Radian Capital. Prior to Radian, she focused on enterprise technology and services investments at FTV Capital and healthcare and retail investments at TA Associates. Selected investments at predecessor firms include LiveIntent, MarketsandMarkets, MarketShare Partners, MedSolutions (nka eviCore healthcare), and Senior Whole Health. Aly received a B.A. in Economics from Yale University. As a former college laxer, she now just tries not to get ejected from her children's sporting events.

***

BIOs

Kison Patel is the Founder and CEO of DealRoom, a project management software for complex financial transactions. Kison has over a decade of experience as an M&A advisor and developed DealRoom after experiencing first-hand a number of deep-seated, industry-wide inefficiencies and challenges. Through developing technology, educational content and industry trainings, Kison aims to bring better process solutions to an industry with growing market pressures, transaction values and competition.

Jeff Henningsen, over the past 25 years, has served the insurance needs of capital providers and equity sponsors, leading insurance diligence efforts on thousands of transactions. Prior to his role in mergers & acquisitions insurance services, he spent four years working with Randy Best of Best Associates, a Texas-based merchant bank, which provided invaluable experience for the services he now provides to clients. Today Jeff has a reputation in the financial community as a leader in serving the insurance needs of debt and equity providers specializing in enhancing investment outcomes through insurance diligence and aggressive placement of insurance products. Lockton Houston’s M&A team, led by Jeff, has successfully completed in excess of 3,000 due diligence projects for our financial clients. As the ninth largest broker in the world, placing over $27+ billion in annual premiums, Lockton has proven time and again that by adding our team to lead the task of insurance due diligence, costly pitfalls and hidden liabilities can be averted.

***

BIO

Andrew Marr is a husband, father, Retired Special Forces Green Beret, entrepreneur, and best-selling co-author of Tales From The Blast Factory: A Brain Injured Special Forces Green Beret’s Journey Back from the Brink. His book is being turned into a full feature documentary titled Quiet Explosions: Healing the Brain by a two-time EMMY award winning director to include a three-time academy award winner contributing to the production efforts as well. He co-founded Warrior Angels Foundation and Braincare. 

Andrew lives with his wife Becky the love of his life and their seven children in the Los Angeles area.

Note: Mild profanity

***

BIO

Pamela Hendrickson is the Chief Operating Officer and Vice Chairman of Strategic Initiatives at The Riverside Company, a global private equity firm. As COO, Pam manages a number of teams, including deal origination and fundraising, and as Vice Chairman she oversees the development of new initiatives and supervises several of Riversides’ fund strategies. Pam also sits on the global Riverside Investment Committee, which considers investments in most of Riverside’s fund strategies.

Pam has been an active advocate for private equity through Congressional testimony, television interviews, various printed interviews and op-eds that she has written. She is currently a member of the Board of the American Investment Council, is a past Chairman of the Board of the Association for Corporate Growth and has been a member of the board of the Small Business Investor Alliance. She is the incoming Vice Chairman of the advisory board of the Kenan Institute at Duke University and on the Board of Trustees of the National Humanities Center.

Prior to joining Riverside, Pam spent 22 years at JPMorgan Chase, 15 of them as a Managing Director in a variety of leadership roles. Pam has an AB in Public Policy and History from Duke University and an MBA from the Kellogg Graduate School of Management at Northwestern University.

About The Riverside Company. With over $10 billion in assets under management, The Riverside Company is one of the largest and oldest global private equity firms. Riverside makes control and non-control investments in companies with enterprise values under $400 million. Since its founding in 1988, Riverside has invested in more than 650 transactions and currently has a portfolio that includes more than 90 companies worldwide. The firms’ specializations include healthcare, education and training, manufacturing, tech-enabled business services, software, consumer, and franchising.

Charmel was previously a vice president with J.P. Morgan’s Investment Bank in New York City. During his 10-year career with J.P. Morgan, he focused on investment banking debt capital markets and leveraged finance, where he advised clients on capital structure solutions, deal structuring, and execution of syndicated revolving credit facilities, institutional term loans, and bond issuances.

Charmel holds a Bachelor of Arts in political science from Amherst College.

***

Ted has led the Sourcing activities for hkw since 2002. In 2014, he was appointed president of HKW and in August of 2015, assumed responsibilities as president & CEO. Ted splits his responsibilities between Sourcing and Investor Relations while managing the day-to-day operations for the firm.

Prior to joining HKW, Ted was an investment manager at White River Venture Partners and with Arthur Andersen, LLP in the business consulting group. Before his career in business, Ted played professional hockey.

Ted lives in Carmel, IN with his wife Lynn and their daughter and son. Outside the office, Ted enjoys playing golf.

Mark previously served as an Associate and Senior Associate with ClearLight where he was a founding member of the firm’s Investment Development Group and also assisted with transaction due diligence, execution and portfolio company governance.  Before ClearLight, Mark executed sell-side M&A transactions as an Analyst in Houlihan Lokey’s Basic Industrial Group.

Mark graduated with a BA in Economics and a Minor in Spanish from Duke University.

About The Riverside Company. With over $10 billion in assets under management, The Riverside Company is one of the largest and oldest global private equity firms. Riverside makes control and non-control investments in companies with enterprise values under $400 million. Since its founding in 1988, Riverside has invested in more than 650 transactions and currently has a portfolio that includes more than 90 companies worldwide. The firms’ specializations include healthcare, education and training, manufacturing, tech-enabled business services, software, consumer, and franchising.

Prior to New State, Marc was a Senior Director at Honeywell International responsible for leading multiple product lines, with full P&L responsibility. As an enterprise General Manager, Marc had primary responsibility for developing and implementing strategies to drive revenue growth and operating income expansion for the flagship integrated avionics product lines in Honeywell’s Aerospace Strategic Business Group.

Previously, Marc was an executive at I-Group LLC, a private investment company where he sourced, screened, and managed investments in a variety of industries. Prior to this, Marc was a consultant at Bain & Company, where he worked on industrial, medical, retail, and financial services projects, primarily for private equity clients. Marc started his career as an aviation officer in the United States Army, where he was an AH-64D Longbow Apache attack helicopter pilot, and aviation maintenance and logistics expert. Marc was awarded the Bronze Star and two Air Medals during his service as a Company Commander in Iraq.

Marc received his undergraduate degree in Economics from the United States Military Academy at West Point and earned an M.B.A. from the Harvard Business School.

BIO

Bob Landis is a Founding Partner, Origination in the New York office of The Riverside Company, a private equity firm investing in premier companies at the smaller end of the middle market. He works with a team of 17 professionals who coordinate origination and structuring opportunities for Riverside's investment portfolios across 9 diversified funds globally. He also serves as a board member of ACG New York.

Bob has over 42 years of commercial and investment banking experience gained at Deutsche Banc Alex Brown (18 years) and its predecessors, and at Citibank/ Chemical Bank. At Deutsche, he developed industry expertise in the consumer, industrial, transportation, and telecommunications sectors and in his last position (1987-2002) he created and led the Aerospace and Defense Group in North America. Bob previously headed the firm's North American corporate finance group as it transitioned to an investment bank in the mid 1990's. At Citibank, he was Vice President of the Multi-National Group. Prior to that, Bob was a Major (ret.) in the U.S. Army, serving 6 years active duty and 14 years active reserve with the 42nd Infantry Division, NYARNG.

About The Riverside Company. With over $10 billion in assets under management, The Riverside Company is one of the largest and oldest global private equity firms. Riverside makes control and non-control investments in companies with enterprise values under $400 million. Since its founding in 1988, Riverside has invested in more than 650 transactions and currently has a portfolio that includes more than 90 companies worldwide. The firms’ specializations include healthcare, education and training, manufacturing, tech-enabled business services, software, consumer, and franchising.

BIO

Ivelisse Rodriguez Simon is a Managing Partner of Avante Capital Partners. Based in Los Angeles, Ivelisse is responsible for identifying, executing and managing investment opportunities. She currently manages the fund’s portfolio and new deal activities. Ivelisse joined Avante in 2009 as a founding member of the firm.  

Ivelisse has over two decades of middle-market debt and equity investment experience. Prior to Avante, she held positions at Palladium Equity Partners, Reliant Equity Partners and various investment banks including Salomon Brothers. Ivelisse serves on the board of several companies including Quest, LLC. 

Ivelisse is a longtime advocate and champion for women, minorities and the underserved and underrepresented. She holds leadership roles in several local and national non-profit organizations, including The Robert Toigo Foundation, The Hispanic Scholarship Foundation and Westside Family Health Center in Los Angeles. In 2019, the Robert Toigo Foundation honored Ivelisse with their prestigious Leadership Award recognizing her leadership in the advancement of diversity and inclusion in the financial industry. Ivelisse was also named to Mergers & Acquisitions magazine's 2020 Most Influential Women in Mid-Market M&A. In addition, Ivelisse and her two sisters launched a philanthropic organization called We Will to support and empower underserved women and minorities in the areas of healthcare, education and financial literacy. 

Ivelisse graduated with honors from the University of Illinois and holds an MBA from Harvard Business School. She lives with her husband and three children in Los Angeles and enjoys taking adventurous trips with her family to far-flung places.

BIO

Chalk Point Capital LP is an opportunistic private equity investor focused on bringing creativity and sophistication to complex, off-the-run investment opportunities.

BIO

Coach Dana Cavalea is the former Director of Strength & Conditioning and Performance for the New York Yankees. 

He led the team to a World Championship in 2009. That same year he was awarded the Nolan Ryan Award given to the top Strength & Performance Coach in Major League Baseball as voted by his peers.

Coach is also the author of his new book, Habits of a Champion, Nobody Becomes a Champion By Accident. 

In addition to his on-field coaching, he works as a performance coach and consultant to Companies, Organizations, and some of America's Top CEOs, Executives, and Wall Street Fund Managers & Traders- helping them to optimize performance, productivity, and sales.

BIOs

Matt Kirdahy is a Partner at Water & Wall, an award-winning marketing and communications agency whose best work exists at the intersection of inspired thinking and your business growth. Matt was a journalist first and a communications and marketing executive second. There’s something to be said about having the same professional experience of the people to whom you’re approaching with your client ideas. While the traditional pitch-and-place priorities connected to the roots of the business have evolved into much more, his role still calls for those core media skills. His most re-watched movie is The Fugitive and when he’s not on the clock, he’s trying to make the most out of living in a city where the burgers cost as much as the t-shirts at J. Crew.

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John is a Partner at MiddleGround where he is responsible for overall management of the firm and management of the Investment Team with Lauren Mulholland. John started his career as an hourly line worker at Toyota Motor Corporation and held numerous management and executive positions over an 18-year career. John made the move to private equity in 2007, joining Monomoy Capital as an Operating Partner. In 2010, John was named the Head of Operations and built out the Operations Group over the next six years with Scot Duncan. In 2016, John became a Partner. Throughout his career, John has worked on numerous transactions and served on the Board of Directors of nearly 20 businesses across both middle market and Fortune 100 companies. John is the only one of us who is a published author. You can buy his book “Toyota Kaizen Continuum: A Practical Guide to Implementing Lean” here. John really needs the extra $3.00 as he is saving up for a new boat. He has four children with his wife, Leslie, and is a proud grandfather. If you spend enough time with John, you know there are two things that are sure to happen: someone will ask him to share his “Elon Musk” story and he will convince you that you need to buy something special for your pet from his wife and daughter’s business, Southern Barker. Did we mention John is saving up to buy a new boat?!

Jason is a serial entrepreneur, has been a board advisor to 50 companies, and coaches CEOs. He is also the founder of ChooseLife.org, which he started in 2018 after losing his 14 year old son to suicide. Their goal is to end teen suicide by 2030.

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FULL BIO

Jason is the co-founder of National Services group. NSG is the majority owner of College Work Painting and Empire Construction and Painting. College Works employs college students to paint residential homes across the USA. Operating in thirty states, CWP employs over 2,000 people at the peak of its season every year. CWP is the largest exterior non-franchise residential repaint contractor in the country. Empire operates across the western USA and works with HOA, apartment and commercial clients to fulfill their reconstruction and painting needs. Empire employs over 400 people year round.

As a serial entrepreneur, Jason has also been an owner in other businesses over the last 25 years. A few of them include: Platinum Capital, a leading national mortgage bank; Codeit Computing, a software firm with offices on the east and west coasts which did business with the likes of Cisco and the United Nations; New Image, a Home Depot installation partner covering over 900 stores nationwide. And there are others.

Extra Credit

Jason has been a Vistage member for 18 years as well as a member of YEO, YPO and currently WPO This has put him on the board of advisors for over 50 businesses ranging in size from a few million in sales to well over a billion.

Balance

In the last ten years, Jason has earned his Black Belt in Tae Kwon Do. He has also competed in Ironman races around the world, competing in seven 70.3 Ironmans, as well as two full books, and is currently working on his sixth screenplay. He enjoys playing guitar, cooking and spending time with his wife of 25+ years and children.

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Bio:

Judith was on the founding executive team for Square 1 Bank in 2005, responsible for venture capital services globally. Square 1 successfully went public in 2014 and was later sold to Pacific Western Bank. She previously worked at Imperial and Comerica. After 35 years in banking, Judith knew it was the time to make significant changes in the commercial banking industry. Her strategy was to build a bank from scratch providing both a modern technological framework and intuitive user experience for the digital entrepreneurs Grasshopper serves.

Grasshopper is a digital bank serving founders, their companies, and the investors supporting them across the innovation economy. They make banking simple, secure, effortless and transparent.

As a Navy SEAL, he led cross-functional teams in complex operations across the world, designed and implemented three-year training programs for foreign nation special operation forces, managed million dollar budgets, and worked with foreign military and governments to develop local real estate projects for security purposes. After leaving the military, he was partner and VP of Operations at DebtMaven Inc., a debt-financing startup as well as a consultant to companies in various industries.

Tracy Chadwell, Founding Partner, has over 19 years experience in venture capital and private equity. She has 6 years of experience investing in early stage companies with a female founder through her personal entity Coyote Capital.

Tracy was Partner of a growth capital fund - Baker Capital which had more than $1 Billion under management. As a frequent speaker and startup competition judge, Tracy has developed a broad network in the female founder community. She is a member of Women in VC and Private Equity Women Investor Network. A trusted board member, she serves on the boards of Marstone and Sachs Insights.

Her philanthropic work includes the Advisory Board of the MIT Enterprise Forum, Executive Advisor for the Echoing Green Foundation and New York Institute of Technology. She acts as a mentor for both Techstars KC and Monarq.

She is an attorney and earned her JD at Loyola University of Chicago. Tracy speaks conversational Japanese and restaurant French.

Bio:

• Homeless and raised on the streets of Honolulu, Dash sold Hawaiian leis to tourists from 5 years old to help feed the family
• Arrested at 11 years old for shoplifting food. When the cops looked for his mom, she was in jail for prostitution
• At 13, he was adopted by the Wong family
• 15 years in Navy Special Operations (SWCC), including 9 years at DEVGRU
• Survived battle with lung cancer in 2017, leaving him with one lung
• After leaving the military in 2019, he traveled the country interviewing veterans for 10 months in a VW bus with his wife, 2 young kids, and a dog
• He’s now a Regional Sales Manager at Kill Cliff and lives in Colorado

Throughout 2019, Slim Chillers was always behind the demand and every nickel was going into inventory, machinery and growing the business. They needed money to pour fuel on the fire...in comes Caprice Capital to provide $7M of growth financing.

Check out this episode to learn about Phil’s journey building Slim Chillers and the process he went through with Caprice.

And, yes, Slim Chillers are available during the quarantine.

Before Revenue Collective, Sam helped companies scale from just north of $0 in revenue to just shy of $300M. He gets growth. He gets community. 

Now, more than ever, we need to build community in our respective industries.

TOPICS

We go DEEP in this episode and cover:

• How to build a strong community: homogeneity + curation
• Having his back against the wall for 7 years and the long road to entrepreneurship
• How to start a podcast
• Daily habits & having coaches
• Playing the long game
• Marketing in a 2020 environment

BIO FROM LINKEDIN

Revenue Collective is an exclusive membership for growth operators dedicated to providing support, assistance, education, and career growth to our Members. We come together to ensure CROs, CMOs, COOs, and CCOs perform better in their roles, earn the title and compensation they desire, and achieve their professional goals. We are a global organization with official chapters in New York, London, Denver, Toronto, Boston, Indianapolis, and Amsterdam and more chapters coming online in the next few months and years.

For the past 15 years, I have helped companies scale from just north of $0 in revenue to just shy of $300M. During that time, I’ve developed deep operational expertise with particular emphasis on go-to-market strategy and execution mainly with SaaS and recurring revenue businesses. I've been a commercial operator at GLG, Livestream/Vimeo, The Muse, and Behavox.

We created Revenue Collective based both on my personal experience and the experiences of my friends, partners, and colleagues in the high growth community.

Membership is invitation-only and you must be nominated by an existing Member. If you'd like to learn more, feel free to reach out.

I also host the Sales Hacker Podcast. My friends and relatives tell me it's pretty good.

TOPICS

• At 8 years old, she wrote her first contract with her mom...for a lunchbox
• The “Teflon Associate” and working in Japan doing project finance
• How focusing on the hard work that others didn’t want to led to co-founding the Customized Fund Investment Group (CFIG), which managed $30B+ for clients
• Founding PEWIN, the largest global network of senior women in private equity with over 700 members

BIO

Kelly Williams is the Founding Chair and Co-CEO of the Private Equity Women Investor Network (PEWIN). Ms. Williams was a founder of the Customized Fund Investment Group (CFIG) at Prudential Insurance Company in 1999. CFIG was a market leader in providing customized solutions in private equity, real estate and infrastructure, with more than $30 billion managed on behalf of clients. The business was moved to DLJ in 2000 (subsequently acquired by Credit Suisse AG) and Ms. Williams served as its Managing Director and Group Head until 2014, when the business was sold to GCM Grosvenor. At GCM Grosvenor she served as President of Private Markets until June of 2015, and a Senior Advisor from 2015 to 2019. Prior to the founding of CFIG, she was an Executive Director with Prudential's private equity group, where she specialized in product development. Prior to joining Prudential in 1993, Ms. Williams was an associate with Milbank, Tweed, Hadley & McCloy specializing in project finance.

Ms. Williams is a member of the board of the Robert Toigo Foundation, the Olana Partnership, and the National Philanthropic Trust and is the founding board chair of the Private Equity Women Investor Network. She serves as President of the Board of the Nantucket Historical Association. She also serves on the board of trustees and executive committees of Union College and the NY School of Interior Design. She is the Vice Chair of the Board of Commissioners of the Smithsonian American Art Museum. She is an investment committee member of Alfred P. Sloan Foundation. She also serves as the chair of the Limited Partner Advisory Council to the Sponsors for Educational Opportunity. Ms. Williams was appointed in 2015 to the Board of Directors of The Greenbrier Companies (GBX). Ms. Williams has received many awards throughout her career in the financial services industry and was recognized by the National Organization for Women in 2012 with its Women of Power and Influence Award and was named in 2011, 2012, 2013 and 2014 as one of The Most Powerful Women in Finance by American Banker Magazine. She graduated magna cum laude from Union College in 1986 and received her Juris Doctor from New York University School of Law in 1989.

Topics:

- Upbringing in Kentucky

- Starting as a second shift team member at Toyota putting bumpers on Camrys, to managing 7,000 people and being the first American to be promoted to run a division for Toyota Motor 

- Moving to private equity

- Co-founding MiddleGround with Lauren Mulholland and Scot Duncan

- Leadership & life lessons

Topics:

- His life from operations management at a pharmaceutical company to leading a $30 billion SBIC program to a respected entrepreneur, investor and board member 

- Traits of successful entrepreneurs 

- What he learned from his first business failure

- His superpower 

- The SBIC Program and the issue of diversity and inclusion in business 

- The importance of storytelling for GPs and entrepreneurs 

- His advice to the 25-year-old version of himself

- His “Why”

- Doing things differently and doing things that make him feel uncomfortable 

- How to be an effective board member and what not to do

- Consensus building

Topics:

- How he’s changed since coming out of a massive anxiety attack 2 years ago

- His ”why” and the moment he realized "this is why I do what I do"

- Meditation creates time for him 

- His superpower and how he cultivates it

- Entrepreneurship is lonely and difficult 

- “There’s no work-life balance; it’s all life”

- Means goals vs. end goal 

- Running a marathon in Antarctica 

- His keystone habits