Private Equity Investors
“For a global technology organization, having the right people in place is critical. Mark worked closely with me to develop and retain my leadership team through the due diligence and integration process of a major acquisition.”
Alison Indrisano, COO, global technology firm formerly owned by Thomson
The book Lessons from Private Equity Any Company Can Use states that accelerating value creation is based on defining the full potential of your company during due diligence, developing a blueprint for change, accelerating performance through implementing a rigorous program with a few key metrics, harnessing the talent, making equity sweat, and fostering a results-oriented mind-set. Our approach embraces these principles and adds our proven, professional expertise.
Has your firm ever experienced the following problems with your portfolio companies?
- The existing leadership team lacks the people skills to grow the company to the next level and/or effectively complete key growth objectives.
- Leadership team talent gaps surface after an acquisition is completed. This results in an inefficient integration process that wastes time and resources that would be better invested elsewhere.
- A new "C" suite executive joins one of your portfolio companies and resigns or is terminated for their inability to take and apply feedback or demonstrating poor emotional intelligence within his or her first six months of employment.
- Your leadership team doesn't have the time or inclination to focus on in-depth leadership development in post-acquisition investment situations.
We can accelerate your strategic accomplishments with practical, creative, and measurable contributions in situations where you create a new company, expand a smaller company, acquire control in a company, or prepare for an exit event.
Our firm focuses on increasing your return-on-investment from the skills, abilities, and engagement of talented people. We also provide our experience and expertise during the due diligence and integration process to ensure that talent-related risks are proactively identified and addressed.
Show/Hide Representative Assignments»
- Acted as lead executive responsible for integrating a $500 million dollar professional services firm into a Big 4 firm and accomplished tasks within timeframes, cost, and employee retention targets.
- Integrated a $60 million dollar a year direct competitor into a $300 million dollar organization without losing critical staff in the year following the date of acquisition.
- Facilitated Talent Review sessions which ranked acquired leadership teams by performance and potential, leading to customized retention/separation strategies and accelerated leadership development opportunities for retained and emerging leaders.
Show/Hide Representative Clients»
Ernst and Young LLP, Thomson, Computer Horizons Corporation, Thomson, Intel, Los Alamos National Laboratory, and IGATE Capital Management