Running a $1.5B PE-backed industrial company taught me one thing about sponsors above all the others: the relationship is the operating system. Not the deck, not the model, not the hundred-day plan the deal team
Running a $1.5B PE-backed industrial company taught me one thing about sponsors above all the others: the relationship is the operating system. Not the deck, not the model, not the hundred-day plan the deal team
Roughly seven out of ten CEOs of private-equity-backed companies do not survive the hold. Most of the replacements cluster between months 18 and 24 — late enough that the fund has burned a third of
I have run companies that private equity firms bought, sat on boards that approved the buying, and spent thirty years inside the businesses that deal models describe from the outside. Here is what that vantage
