PE ROI – Revenue Growth is a Key Value Creation Driver (Revenue > EBITDA > Successful Exit)

This is how Top-Line Growth or Revenue Growth is the primary Value Creation driver for Tech PE portfolio companies. In PE, focusing on increasing revenue and profitable revenue growth initiates a cascade of beneficial downstream effects: – Increasing Revenue and Profitable Revenue Growth (Capital-Efficiently) Initiating with a strategic emphasis on  Read More >

PE Investment Lifecycle and How Value Creation Teams Make an Impact

By actively engaging across each phase of the private equity investment lifecycle, Value Creation Teams (Operating Partners) ensure a tangible outcome, enhancing both portfolio equity value creation (EVC) and investor returns.   Sourcing & Deal Origination – Identifying potential investment opportunities through proprietary networks, investment banks, and industry relationships. Operating  Read More >

The Simplest Initial Diagnosis of a PE Portfolio Company’s Sales Performance

If a portfolio company has stalled growth, a simple initial (Phase 1) data-driven diagnosis of plateauing or declining sales at a middle-market PE backed portfolio company begins by breaking sales bookings into its fundamental equation and isolating which inputs have shifted relative to history and benchmarks. By tracing each variable  Read More >

PE – Early Indicators and Success Factors to Gauge Before Buying a Company

PE – Assessing Success Factors Before Acquiring a Company When evaluating a potential investment, I focus on businesses with strong fundamentals, clear value-creation levers, and predictable, sustainable growth. These are the key criteria that make an acquisition attractive: Strong Leadership or Replaceable Gaps Evaluating whether the management team is strong  Read More >

PE is Both a Privilege and a Responsibility

Reflecting on the last several years in PE , I’ve been contemplating what I genuinely like about the job. This is primarily for my personal reflections and to articulate my thoughts more clearly but it genuinely starts with a true privilege and a tremendous responsibility to be in PE. Similarity  Read More >

CROs Make Exceptional CEOs

In software, many of the most effective chief executives come from sales. A strong CRO masters two of the hardest disciplines in business: Top-line growth – driving predictable, capital-efficient revenue P&L ownership – running organizations grounded in unit economics, margins, EBITDA and return on capital The best CROs already operate  Read More >

PE Value Creation – Strategic Pricing Optimization (Part 2)

Pricing Assessment for Private Equity Portfolio Companies: A Framework for Value Creation Pricing optimization is a key driver of revenue growth, margin expansion, and overall enterprise value for private equity-backed companies. A well-structured pricing strategy enhances customer acquisition efficiency, strengthens retention, and increases expansion revenue. This framework prioritizes the most  Read More >

PE Value Creation – Strategic Pricing Optimization (Part 1)

How PE Can Unlock Equity Value Through Strategic Pricing Optimization Pricing is one of the most powerful levers for value creation. Monetization improvements for PE-backed companies, a disciplined, data-driven approach to pricing can unlock significant equity value by improving unit economics, accelerating growth, and expanding EBITDA margins. Pricing as a Direct  Read More >

Pricing Optimization & Unlocking Revenue Potential: A Systematic Approach

Many middle-market PE portfolio companies leave money on the table due to misaligned pricing models, value leakage, or friction in customer acquisition and retention. A structured approach to pricing optimization helps identify gaps, refine packaging, and maximize revenue potential. This framework ensures pricing captures the full value delivered while maintaining  Read More >

Why Past Playbooks Don’t Travel Well Across PE Portfolios

An Operating Partner who relies on a prior “PE playbook” often misunderstands the nature of value creation. Those playbooks were built for specific portfolio companies, under different market conditions, with distinct teams and capital structures. Each investment thesis demands its own operating model. Applying old frameworks wholesale risks missing the  Read More >