Category: Uncategorized

Revenue operations is a valuable strategy businesses use to align sales, marketing, customer success and finance operations to drive growth. RevOps is not just a buzzword; it represents a holistic approach to removing silos between departments, ensuring that each function is working toward the same goals.

By integrating processes, people and technology across the organization, RevOps facilitates a seamless customer journey, from initial awareness through to renewal and expansion.

Private equity firms can benefit from implementing a revenue operations strategy as part of their due diligence process. Traditionally focused on financials, competitive analysis, legal compliance and market position, due diligence that includes a company’s revenue operations provides even greater return on investment post-acquisition.

“Historically, nobody thought about rev ops during the diligence process,” says Max Scaler*, co-founder of MegaGrowth, a service provider in the Business Builders’ Network. “There’s a growing awareness that you need to consider it at least early in an investment.”

This early analysis allows investors to devise a roadmap for RevOps, ensuring the acquired company can hit the ground running post-deal.

READ MORE: Equipping Your Sales Team with ICPs, TAMs Using RevOps

RevOps Process in Due Diligence

When MegaGrowth works with PE firms at the diligence stage, they do what Ryan Murphy*, the service provider’s other co-founder, calls a “soup-to-nuts diagnostic analysis.” This exercise leaves the firm and its portco, should they sign off on the deal, with a clear path forward. It also identifies any risks to the business the PE firm should know about.

READ MORE: What is Commercial Due Diligence?

“What should we prioritize? What projects do we do first, second, third, and building a roadmap, usually for six months or a year at least,” he says. “On day one we’re going to have them launch off and start working on this roadmap. And here’s why, and here’s the return we’re gonna get for each stage. And that’s what we would advocate people do.”

Maximizing the Investment Period

“It’s not just about bolting these together,” Scaler says, “it’s thinking of it as one cohesive process.”

The MegaGrowth co-founder says PE firms typically think about RevOps tactics about six months post-acquisition. It then takes another six months to implement them, meaning the business misses out on an entire year of more efficient growth.

Instead, private equity firms should incorporate revenue operations into their due diligence process.

Case Study: Board Member To Enhance Operations for Orthopedic Practice Growth

“Once you’ve got an LOI in place, that’s when it makes a lot of sense to start thinking about this,” Scaler says.

This way, PE firms identify potential efficiencies and growth levers within an investment. Expert third parties who do this on a regular basis can then provide the firm and its portfolio company with a detailed roadmap for post-acquisition value creation.

Budget Planning

Another reason to get a jump on RevOps initiatives is that it makes it much easier to find room in the budget.

“If you did the analysis right after the LOI and you understood what you have, you can earmark or bookmark money for it a lot earlier and then get the investment faster,” Murphy says.

If the company is going to need a new software, it makes more sense to fold that cost into the overall purchase price instead of creating a new line item months into the partnership.

“If the company needs a Salesforce upgrade, if it needs whatever else – a CRM – it’s a lot easier to have that conversation and put it into the company plan when you’re buying it,” Murphy adds. “Once that deal closes and they bought the company it’s very hard to find budget six months afterward once you find these issues and you can’t get it working right.”

READ MORE: How RevOps Accelerates Time to Value for Investments

---

When private equity firms invest in revenue operations by partnering with experts like MegaGrowth, they open the door to moving up their value creation timeline while significantly enhancing the return on investment in their hold period.

The RevOps resources in the Business Builders’ Network specialize in helping PE firms on an industry-by-industry basis. They have worked alongside countless companies to operate more efficiently, saving time and money that comes back to them at the end of their hold period.

When you’re ready to connect with one of these service providers, our research and operations team will be here to help. They’ll scope your need and provide a short list of tailor-made options within a single business day. Set up a call today to make revenue operations a part of your due diligence process.

*Privacy is important to us. While the source and company name have been changed, these are real quotations from a real service provider in the BluWave Business Builders’ Network.

As part of BluWave’s quarterly Private Equity Insights Report, BluWave CEO Sean Mooney shares predictions on the PE industry and economy at large.

These forecasts are based on BluWave’s proprietary data, publicly available economic data and Mooney’s instincts from nearly 20 years working in private equity.

To hold himself accountable, here’s a look back at past prognostications and how they fared, as well as current predictions.

ALSO SEE: Top Private Equity Innovators Awards

2024 Predictions

Prediction 1

An Economic Rebound Takes Root

The economy is set to enter a new traditional 6-to-8-year market cycle during the second half of 2024, with the Federal Reserve’s monetary policy more closely reflecting past pre-boom cycles as compared to the “all gas, no brakes” approach during the most recent 15-year cycle.

Prediction 2

PE Sponsors Start Selling

The exit logjam will start to break, driven by an increase in sponsor-backed deals. The median age of PE portfolios is at a nine-year high, and distributions as a percentage of NAV are at a 13-year low. Limited partners are pressuring general partners to provide liquidity and persuading GPs to sell assets, even if below full potential. Top-tier companies will continue to sell at premium valuations, but companies viewed as lower quality will adjust toward more traditional pre-2022 peak-cycle valuations. M&A investment bankers will also support this trend as they need to cover overhead and increase their revenues.

Prediction 3

Now is the Time to “Buy the Bottom” and “Hit the Gas”

Private equity deals completed in 2023 and the first half of 2024 will yield the best returns over the next 6-to-8-year deal cycle, capitalizing on the bottom of this most recent economic cycle.

Prediction 4

Dealmakers Realize AI is a Tactic, Not a Strategy

Just like with the internet circa 1995, the AI boom will evolve, with businesses newly understanding and leveraging AI technology as a value-creating tactical tool that can lower costs, increase the speed of processes and improve decision-making, rather than an overarching ill-defined business strategy in itself.

Prediction 5

Follow the Data

Data scientists will be the hottest new hire in PE firms. As modern data sets continue to expand and evolve and competition in PE grows, PE firms will look to more fully make use of the large data sets that are available, use statistics and apply more powerful tools like Python, SQL and ML/AI techniques. Some private equity firms have already established a considerable first-mover advantage in acquiring these skilled professionals, and the rest of the industry will increasingly follow.

---

2023 Predictions

Prediction 1

A Recession is Coming

A recession has to be created in some form by the Fed in order to prevent a situation like the 1980s from happening again. Look for a shallow recession in 2023. PE-backed portfolio companies as a whole will outperform their peers due to their access to liquidity and the preparations that they have taken during the past two years.  As such, look for PE portcos to emerge first and the rest of the economy to follow.  Expect to see real bankruptcies for the first time in more than a decade, which will avail opportunities for special situations investing. Add-on acquisition opportunities will likely also be high as baby boomer owners don’t want to wait for the next cycle and wounded companies seek safety in the hands of more stable PE-backed portfolio companies.

Outcome

We were largely on target here. Whether key segments of the economy are growing less than ~1% or declining ~1%, the impact on broader business was largely the same.

Accuracy

3/3

Prediction 2

Bursting of the VC Bubble

FTX is a canary in the coal mine. Close to $1 trillion was invested in VC during 2017-2021, ~1/3 of which occurred in 2021. Many in the current vintage of VC-backed companies were invested in with relatively little due diligence and are burning significant cash at a time when few can afford to. This will likely lead to a large number running out of runway. For PE tech investors, this will provide platform turnaround and product add-on tuck-in acquisition opportunities.

Outcome

The bank failures at SVB, Signature and First Republic ultimately catalyzed the tumult in VC. Many later-round, non-AI VC-backed companies will continue to experience significant pain and failures. Seed-round companies are and will be funded at more reasonable valuations. A gigantic wave of funding is going into AI startups, in many cases based on the reputation of a single person. Look for many losers and a smaller number of winners in this cohort to ultimately change the world.

Accuracy

3/3

Prediction 3

Return of In-Person Work

Productivity rates plunged by the sharpest rate since 1947 in 2022, in large part because of virtual work, which isn’t as efficient as in-person work. As more companies catch on to this correlation, expect to see in-person work continue to make a return. Hybrid working environments will stay around, but fully virtual environments will increasingly come to an end because businesses with those models are quickly losing ground to more agile in-person competitors.

Outcome

Most of the PE firms we support have strongly returned to mostly in-person work. Many of the latest AI startups in Silicon Valley are also reported to be doing the same based upon the inherent competitive advantages and enhancements to agility and collaboration. Individual contributor roles that don’t require collaboration and mentorship may likely continue to be virtual. Those roles that require collaboration, mentorship and developmental management will increasingly return to meaningfully in-person work.

Accuracy

3/3

Prediction 4

Branding in PE Becomes More Important

In 2023, brands will become evermore important in private equity. Capital is no longer a differentiator, so firms must therefore be able to clearly communicate their unique capabilities to businesses and those in search of capital in the form of a brand. Look for more “Chief Marketing Officer” roles being played in the PE firm landscape.

Outcome

We are seeing ever-increasing engagement by PE firms in places like LinkedIn, email marketing and media channels such as our Karma School of Business private equity podcast. We have yet to see a meaningful increase in chief marketing officers at PE firms but believe this trend will ultimately come to fruition over time.

Accuracy

3/3

Prediction 5

The Broad Rise of Analytics and AI

Tools that were previously only accessible to businesses with multi-million-dollar tech budgets are now accessible to virtually every business. Every company should at the very least be using tools like Snowflake and Tableau or Power BI. The harder part for newly adopting businesses is going to be data quality and defining key metrics. Capable third parties are making use of these tools more actionable. After data quality and visualization are taken care of, PE portcos will move on to higher-order analytics, machine learning, and AI.

Outcome

Throughout Q2 and Q3, we received strong demand for BI, analytics and artificial intelligence for both PE firms and portfolio companies. The advent of AI is proving to be the biggest single catalyzing technology since the dawn of the modern internet in the mid-1990s.

Accuracy

3/3

The manufacturing sector, with its complex supply chains and reliance on precision, stands on the brink of a technological renaissance. As companies look to acquire or merge with manufacturing entities, IT due diligence emerges as a pivotal element, one that can reveal the technological prowess or deficiencies of a target company.

This meticulous examination goes beyond surface-level assessments, delving into the digital sinews that could either empower or inhibit a manufacturing giant’s capabilities.

Let’s look at each aspect of the IT due diligence process and how they can be tailored to manufacturing industry targets.

Preparation

A robust preparation phase is crucial for IT due diligence, particularly in the manufacturing industry where systems and practices may have remained unchanged for decades. This initial stage is about more than just assembling a team; it’s about cultivating a mindset geared toward comprehensive evaluation and future-proofing.

The team must not only have expertise in current IT trends but also in the legacy systems that are often prevalent in manufacturing. They need to be prepared to ask the right questions and to look beyond the surface to understand how IT systems support the manufacturing process, from inventory management to quality control.

Additionally, the preparation phase should involve establishing clear communication channels with the target company to facilitate a smooth and transparent information exchange.

READ MORE: What is Commercial Due Diligence?

Information Gathering

The information-gathering phase extends beyond cataloging software and hardware. It involves understanding the interdependencies of these systems and how they support the manufacturing process. A thorough analysis includes reviewing the lifecycle of IT assets, understanding the maintenance schedules and assessing the robustness of disaster recovery plans.

In manufacturing, where just-in-time delivery models and lean inventories are common, the ability of IT systems to provide real-time data and analytics is critical. This phase should also include interviews with key IT personnel to gain insights into the day-to-day operations and the challenges faced by the current IT infrastructure.

Asset Evaluation

Asset evaluation in the manufacturing sector must account for the unique demands of the industry. This includes considering the impact of IT assets on operational continuity, the ease of integrating new technologies and the support of continuous improvement initiatives.

Evaluating the IT assets also means considering their role in compliance with industry standards and regulations, which can be particularly stringent in manufacturing. The assessment should factor in the scalability of the IT systems to support business growth, the flexibility to adapt to new manufacturing methods and the ease with which the systems can interface with those of suppliers and customers.

READ MORE: Procurement, Sourcing in Manufacturing Industry

Contract Review

A meticulous contract review is essential to uncover any constraints that could limit the target company’s ability to adapt and grow. This step goes beyond confirming service levels and support terms; it involves evaluating the strategic implications of IT-related contracts.

For example, are there long-term agreements in place that could restrict the adoption of more advanced technologies? Are there exclusivity clauses or penalties for changing vendors that could financially burden the company post-acquisition?

The review should also consider data ownership and access rights, which are increasingly important in an era where data is a critical asset.

Risk and Opportunity Identification

Identifying risks in the IT domain requires a keen understanding of the manufacturing sector’s reliance on uninterrupted systems operation.

Risks can range from cybersecurity threats to the obsolescence of critical hardware or software. Conversely, the identification of opportunities should focus on areas where IT can provide a competitive edge, such as through the implementation of advanced analytics for process optimization or by enabling more responsive supply chain management.

This step should also consider the cultural aspects of IT change management within the manufacturing environment, recognizing that the adoption of new technologies will impact employees and workflows.

READ MORE: Power of AI, Data Analytics in IT Due Diligence

Recommendations

The final recommendations should provide a clear, actionable strategy for IT integration and improvement. This strategy must be aligned not only with financial objectives but also with the operational realities of manufacturing.

Recommendations might include a phased technology rollout plan that minimizes disruption to production, or suggestions for workforce training to ensure a smooth transition to new systems. The recommendations should also prioritize initiatives that can deliver quick wins, such as process automation or data centralization, to build momentum and demonstrate the value of IT investments.

---

As the manufacturing industry continues to evolve, the significance of IT due diligence cannot be overstated. It is a critical exercise that, when executed with precision, can uncover hidden risks, validate the value of IT assets and identify strategic opportunities for technological advancement.

For investors in the manufacturing space, facing the complexities of IT due diligence requires a specialized skill set. A third-party expert, with a deep understanding of both IT and manufacturing, can be an invaluable ally. They bring a level of insight that ensures due diligence is not just a checkbox exercise but a strategic evaluation that informs investment decisions.

BluWave stands at the ready to connect you with the bespoke expertise your manufacturing IT due diligence requires. Our network of pre-vetted service providers is equipped to handle the unique challenges of the manufacturing sector, ensuring that your IT due diligence process is thorough, insightful and tailored to your specific needs.

To learn more about how BluWave can assist in your IT due diligence efforts and help secure the technological future of your manufacturing investments, reach out to our research and operations teams. Let us guide you to the ideal service provider and ensure that your next acquisition is technologically equipped to thrive in the modern manufacturing landscape.

Commercial due diligence is a critical step for private equity firms considering investment targets. Whether conducting a market analysis, understanding voice of customer or getting intel on the competition, the more accurate information a PE firm can obtain, the more informed their investment choices will be.

In the automotive sector, the stakes are particularly high given the industry’s complexity, rapid technological advancements and shifting consumer preferences.

As the global automotive landscape evolves, with an increased focus on electric vehicles (EVs), autonomous technology and innovative mobility solutions, CDD becomes an indispensable tool for investors to navigate the terrain with confidence.

CASE STUDY: Strategic Buy-Side Search in Healthcare Services

Let’s discuss the main aspects of commercial due diligence and how they apply to the automotive industry.

1. Comprehensive Market Analysis: Size

The automotive industry encompasses a vast ecosystem, including original equipment manufacturers (OEMs), dealerships, aftermarket providers and myriad service-related entities. To understand the market size, investors must dissect the industry into digestible segments. For instance, in the dealership and aftermarket spaces, it’s essential to quantify the number of potential service providers and the extent of services they offer. The goal is to identify the market’s expansiveness and potential growth areas.

A case in point is the burgeoning sector of tech-enabled EV charging infrastructure. As the adoption of EVs accelerates, so does the need for extensive charging networks. A CDD provider must evaluate the current infrastructure, forecast the demand for charging solutions and assess the scalability of businesses within this niche.

2. Comprehensive Market Analysis: Total Addressable Market (TAM)

Determining the TAM provides insights into the revenue potential across the automotive industry’s sub-sectors.

For instance, the TAM for digital marketing platforms serving auto dealerships is shaped by advertising budgets and the digital transformation of marketing strategies.

Similarly, in the emerging market of adventure vans, understanding the TAM involves analyzing consumer trends toward outdoor and lifestyle vehicles, the average spend on upfitting, and the potential for market expansion.

READ MORE: What is Commercial Due Diligence?

3. Competitive Landscape

A robust competitive analysis is crucial to understand the dynamics of the automotive industry. This involves identifying key players, their market shares and differentiators.

For example, in the machine handling space with applications in automotive manufacturing, it’s important to evaluate the competitive stance of companies providing pneumatic automation systems and their relevance to the industry’s move toward aluminum and other lightweight materials.

When evaluating merger and acquisition brokerage for auto dealerships, understanding the competitive landscape means assessing the consolidation trends, identifying the major players and evaluating the services offered to capture market share in a niche yet dynamic segment.

4. Voice of the Customer (VoC)

VoC research provides a window into the target market’s perceptions and needs. For automotive dealerships, it may involve gathering insights from general managers to understand the effectiveness of digital marketing services and the impact of technological changes such as the shift away from third-party cookies.

For providers of aftermarket products, VoC can reveal customer satisfaction levels, preferences for customization, and the importance of e-commerce channels.

CASE STUDY: Nearly $15 Million Saved on Resin Procurement for Plastics Company

---

BluWave clients are increasingly seeking specialized providers on an industry-specific basis. As a result they’re getting valuable insights that would otherwise be unattainable from a generalist third-party.

In times where other PE firms are struggling to get the right information on the timeline they need, equipping yourself with unique data quickly will provide you with competitive edge.

The expertly vetted service providers in the BluWave network have performed countless commercial due diligence analyses specifically in the automotive industry.

Contact our research and operations team to get connected with a short list of PE-grade service providers within a single business day.

READ MORE: Voice of Customer Process: Methodologies for Better Service

Commercial due diligence in the media and entertainment industry brings with many nuances. A one-size-fits-all approach isn’t enough for private equity firms evaluating potential acquisitions.

Technological advancements and shifts in consumer behavior only complicate this process, making a thorough understanding of the market even more crucial.

Let’s discuss the four foundational aspects of CDD and how they can be applied to media and entertainment targets.

What is Commercial Due Diligence?

At a high level, there are four aspects to the commercial due diligence process.

Here’s how BluWave and its invite-only network of service providers see them through the lens of the media and entertainment industry.

1. Comprehensive Market Analysis: Size

A detailed examination of the market size offers the foundational knowledge required for any investment in the M&E space. This involves assessing the current scope and potential growth areas within segments like production, digital platforms, live events and direct mail and advertising.

For instance, clients exploring opportunities in live event production services, especially around sporting events, need to gauge the market’s expansiveness, including the demand for technical staffing and tech enablement solutions.

Similarly, investments in companies producing animated kids’ content necessitate an understanding of the spending trends on children’s episodic content and how they fit within the broader M&E market.

2. Comprehensive Market Analysis: Total Addressable Market (TAM)

Identifying the TAM enables investors to estimate the revenue potential within the M&E industry’s sub-sectors. This aspect is particularly significant for businesses like those offering digital marketing platforms for CPG brands or experiential marketing services.

By understanding the TAM, investors can evaluate the scalability of the business models and their ability to capture market share.

Assessing the TAM for a digital promotions platform, for example, requires insights into the digital vs. paper advertising space and the future of direct mail in the digital age. Similarly, for experiential marketing firms, understanding the TAM involves analyzing corporate marketing budgets and how they withstand economic downturns.

3. Competitive Landscape

A thorough competitive analysis uncovers the landscape within which an M&E company operates. It highlights the main competitors, their market share, strengths, weaknesses and differentiators.

In the context of the M&E industry, this could range from evaluating the competitive stance of a B2B media company across its business segments to understanding the unique selling propositions of firms in the live events production space.

Such an analysis helps investors identify the target company’s position in the market, potential threats and opportunities for differentiation and growth.

4. Voice of the Customer (VoC)

VoC research is invaluable in understanding the target market’s perceptions, needs and satisfaction levels.

In the M&E sector, this could involve gathering insights from broadcasters, streaming platforms and the end audience for content production companies.

READ MORE: Voice of Customer Process: Methodologies for Better Service

For businesses focused on technical staffing for events, VoC can reveal the reliability and quality of the workforce provided. Meanwhile, for companies in the direct mail and advertising realm, VoC helps ascertain the effectiveness and ROI of different advertising mediums from the advertiser’s perspective.

---

We have recently seen many firms turn to more specialized providers due to the valuable insights gained.

In times where other PE firms are struggling to get the right information on the timeline they need, equipping yourself with unique data quickly will provide you with competitive edge.

The expertly vetted service providers in the BluWave network have performed countless commercial due diligence analyses specifically in the media and entertainment industry.

We vet each resource before they’re admitted into the network, and again before connecting them to you. After your initial scoping call with our research and operations team, you’ll meet the two or three “best fits” within a single business day.

Tell us about your project now, and we’ll get started with selecting your tailor-made solution.

Financial planning and analysis is an important tool for businesses in the complex industry of healthcare services.

Companies increasingly outsource their financial modeling, particularly as they seek to elevate their financial analysis to meet post-M&A requirements.

Leveraging the expertise of third-party specialists not only streamlines this transition but also injects a level of analytical rigor and foresight that can be transformative. Such partnerships empower companies with the insights and frameworks necessary for making informed decisions, ultimately driving growth and operational excellence in a competitive sector.

Let’s talk about some of these specific tactics and how they can help your healthcare services company.

The Need for Specialized FP&A in Healthcare Services

The healthcare services sector includes businesses such as Intellectual and Developmental Disability (IDD) services, hospice care and behavioral health supports. These sensitive areas present unique challenges for the FP&A process.

One of the primary tasks is the transition of projection models from annual to quarterly outputs to enhance capital investment planning. This shift allows for a more granular analysis of financial performance, facilitating better-informed strategic decisions.

Here are some of the hurdles you might encounter:

Challenges in Implementing FP&A Solutions

Outsourced Modeling for Projection Adjustments

Transitioning financial projection models from an annual to a quarterly basis poses a significant challenge, especially for organizations lacking in-house resources.

This process is essential yet complex, requiring expertise in financial modeling to ensure accuracy and relevance. The demand for such specialized skills highlights the importance of outsourcing, even for tasks perceived as straightforward but critical for long-term planning.

Post-Acquisition Financial Integration

Following mergers and acquisitions, the integration of financial systems and the standardization of KPIs to private equity standards become paramount. This process involves establishing a comprehensive opening balance sheet, developing appropriate KPIs and enhancing reporting capabilities.

The need for a robust FP&A resource to mentor the CFO and oversee this transition underscores the intricacies of financial integration in the healthcare sector.

Professionalization of Finance Functions

The professionalization of finance and accounting functions is a broad requirement within healthcare services, particularly in dealing with Medicaid and Medicare billing complexities.

The expertise in specific systems, such as Microsoft Dynamics, is crucial for the seamless operation of financial departments, emphasizing the need for seasoned professionals in these roles.

Solutions and Strategies

Expertise in FP&A and Modeling

Addressing the challenges outlined requires professionals with a blend of specific qualifications and experiences. An investment banking background, coupled with familiarity with healthcare services, positions FP&A professionals to effectively manage financial complexities and drive strategic initiatives.

READ MORE: Value of Senior Advisors in Healthcare

Strategic Decision Making

An FP&A professional’s role in guiding strategic decision-making is invaluable. By analyzing financial data and identifying trends, these experts work closely with CFOs to shape the strategic direction of healthcare organizations, ensuring that financial planning aligns with operational goals and market dynamics.

---

Instances of outsourced FP&A expertise or the incorporation of specialized financial analysts have markedly improved financial planning, reporting and strategic decision-making within the healthcare services industry.

These success stories highlight the tangible benefits of specialized financial analysis, from enhanced accuracy in forecasting to more informed strategic planning.

As healthcare organizations navigate post-acquisition challenges and strive for enhanced financial reporting and forecasting, the value of specialized financial analysis expertise becomes increasingly evident.

BluWave is ready to connect your organization with top-tier financial analysis and modeling experts, tailored to meet the unique challenges of your healthcare services business. With our deep network of pre-vetted professionals, we ensure that you have access to the right skills and insights to elevate your financial strategies.

Set up a scoping call with our research and operations team and we’ll connect you with a short list of options within a single business day.

For too long, the first word in private equity has been “private.” Douglas McCormick, Lloyd Metz and Sean Mooney are out to pull back the curtain and get real about private equity on the “Best But Never Final” podcast.

The program is designed to explore timely private equity topics and share seasoned perspectives on crucial areas of focus within the industry. Expect to gain valuable insights from McCormick, Metz and Mooney in this new podcast.

“Best But Never Final” is more than just a podcast – it’s a journey into the minds of private equity experts. Listeners will gain a deep understanding of how private equity professionals think and operate. For CEOs, the podcast is a guide on how to collaborate effectively with PE sponsors and leverage the private equity playbook to augment the value of their companies.

Check out the first episode here, which you can listen to on your favorite podcast platform.

Here are some of our other favorite private equity podcasts.

ALSO LISTEN: Karma School of Business Podcast

---

Meet the Hosts

Doug McCormick

Managing Partner and CIO at HCI Equity Partners

McCormick has nearly two decades of experience in the firm, specializing in creating significant value in lower-middle market companies.

Lloyd Metz

Managing Director at ICV Partners

Metz brings over twenty years of expertise in guiding companies at the lower end of the middle market to achieve their full potential.

Sean Mooney

Founder and CEO of BluWave

As a long-term private equity investor, Mooney has extensive experience as a deal team member and investment committee partner at a leading private equity firm.