PE - Scaling GTM & Revenue Growth - Page 4 of 17 - Growth PE & Building a B2B SaaS Revenue Machine

Private Equity – Top Value Creation Initiatives for Portfolio Companies

What is the top Value Creation Area for PE Operating Partners? See the chart below – the single biggest area is: “Sales, marketing, and revenue growth”. Growing revenue will lead to EBITDA improvements and Multiple Expansion which both drive real value for PE portfolio companies. Source: PEI – Private… Read More >

CRO – The Key Role in PE Operating & Portfolio Support Group

A lot of the traditional PE firms have great Portfolio Support teams. Many of the professionals are former CEOs. Here is one example about a PE Operating group: “To enhance our own operational capabilities, we’ve developed relationships with over 100 senior industry executives, or Operating Partners, who act as independent… Read More >

PE Value Creation – Sales Excellence & Revenue Acceleration

Historically, Private Equity (PE) firms looked to add value to their portfolio companies in the following ways: Financial engineering Strategic initiatives Operational improvements Over the years, financial engineering was no longer as impactful on value creation as it was in the 80’s and 90’s so PE firms started adding value with… Read More >

PE: Top GTM Acceleration Drivers to Create Sustainable Value (Revenue Growth, Higher EBITDA Margin, & Multiple Expansion)

Today, creating value in Growth PE & Middle-Market PE primarily begins after you invest or own the portfolio company. Historically, the strategy was different – you could rely much more on financial engineering, buying low to sell higher, and using leverage (which today is a smaller portion of the deal… Read More >

Creating a Culture of Accountability in Sales

As a Sales Leader you have to create a culture of accountability – everyone across the organization has to be accountable for their own performance and results. What is Accountability? “It is a force that provides rewards or consequences for actions. A leader imposes the consequences for failing to meet… Read More >

Forecasting – the Commit Process

I know every other VP of Sales or a front-line sales manager (FLM) struggles with forecasting accuracy so I thought to share what has worked really well for me with very high level of accuracy. It’s the Commit Process. This is part of the way to build up your rep… Read More >

Increase Forecasting Accuracy – My Formula Using 7 Predictive Risk Factors

As a CRO, I need to have the right process to forecast deals effectively. The problem is that without a data-driven or analytical approach to forecasting, most companies’ sales teams are not able to forecast effectively. It’s can be simply called “speculation” to run a forecasting in a qualitative manner… Read More >

Best Practices for Effective Decision-Making (and My 6 Steps for Making Better Decisions)

Business managers/executives are hired for the primary reason to make good decisions. But making good and smart decisions is very complex. Additionally, many business decisions can affect a lot of important things in the organization including people (and their families). Good decision-making requires more than just critical thinking skills (analyzing… Read More >

CHAMP Sales – Selling Qualification Methodology

The CHAMP Sales System Qualification Criteria Here is a summary of the CHAMP Qualification Criteria and you can find some example questions below. The best way to align with your Buyer – is to ask them questions and actively listen with the goal of being helpful… Read More >

Assessing Team Performance – “Can’t Do” vs. “Won’t Do”

I recently spoke to a few executives of a software company who were wondering how to transform a “farmer” team to a “hunter” team. Sometimes it seems that this is impossible. But that’s a generalized statement and it’s contextual to the people on the team. The key is to meet… Read More >

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