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No “proprietary IP” nonsense. Just out in the open for anyone to use. Why? Because in 2025, opacity isn’t a competitive advantage, it’s a liability. Most funds still act like their diligence framework is the nuclear codes. The truth? Everyone’s using the same ingredients: hire a CRO,
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Buying a home services business isn’t rocket science......it’s actually harder. Because rockets don’t complain, call in sick, or get poached by your competitor down the street. I’ve been analyzing home service segments. Flooring, Roofing, HVAC, Plumbing, Electrical, Landscaping, to decide where to place my next
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We’ve all seen them. Sleek formatting, lots of arrows pointing in bold directions. They’re the corporate equivalent of a Tinder profile. Great photos, zero substance, and you just know it’s not showing up when it’s time to commit. You get slides like: • “Capture revenue synergies through
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Not a metaphor. A literal magnet. Stuck to the HVAC unit. Company name. Phone number. Maybe a filter replacement checklist if you’re feeling generous. That’s it. Why does this beat most digital tactics cold? 1. Contextual relevance: When something breaks, the customer walks over to the unit. Not
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Most haven’t. Building a great tech stack isn’t about choosing the “best” tools. It’s about creating a system that reflects how your business actually works across sales, ops, marketing, and customer experience. We broke it into six stages: Attract Your demand engine: paid, SEO, events, even TV.
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They just don’t realise it yet. In 2021, LPs were piling into funds like it was the last chopper out of Saigon. Fast forward to 2024, and commitments are dripping in slower than a CFO’s reply to a marketing budget request. The data tells the story: • The median
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Not because middle-market brands are going viral (they’re not). But because real-world signals live online now, and they’re wildly underused in diligence. When we’re looking at $10M–$100M revenue consumer and services businesses, here’s where the real risk and opportunity hide: Google reviews: Customers post photos,
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And in private equity, theatre doesn’t get a second act. Too many portfolio companies are still reporting on impressions, clicks, engagement rates, as if those metrics mean something in isolation. They don’t. Marketing isn’t a creative department. It’s not a vibe. It’s an investment function.
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No one knows what they actually do, and it’s costing the model its best people. Private equity has embraced the OP model. Over 63% of firms now employ them, up from 46% just five years ago (EY, 2023). But here’s the kicker: The average tenure of an Operating
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Not restructure it. Not shorten it. Kill it. Here’s why. Most Monday meetings are a relic. Created in a world where we needed a room and a whiteboard to coordinate a firm. Now, they’re an expensive group therapy session disguised as productivity. You’ve seen it: – A few
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Private equity is full of expensive tools: consultants, tech stacks, playbooks, benchmarking studies. But in practice, some of the most powerful operational levers don’t cost a thing. They just require discipline and consistency. Here are three levers that consistently move the needle across portfolio companies.....and none of them
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They build compounding engines. Buying is the easy part. There’s a banker, a CIM, a competitive process, and if you’ve got a fund and a decent track record, you’ll probably win something. That’s not the hard bit. The hard part is what happens after the champagne.