PE firm needs IT due diligence provider to assess target company
A managing director came to us with a critical need for an IT due diligence provider to assess a target company in the manufacturing industry. The portfolio company was a multi-site signage company focused on design, project management, and manufacturing. The managing director needed a provider located in the southeast who could assess scalability and risk with industry-specific technology while also having excelled in prior work with PE firms.
BluWave identifies IT diligence provider with specific manufacturing knowledge
Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade IT diligence needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of IT diligence providers that uniquely meet the private equity standard. We interviewed the PE firm to understand their specific key criteria, and then connected the client with the select pre-vetted service provider from our invitation-only Intelligent Network that fit their exacting needs.
Firm uses diligence provider to properly evaluate target company
Within less than 24 hours of the initial scoping call, the PE firm was introduced to the exact fit, PE-grade diligence provider that specialized in assessing manufacturing-related technology. The client engaged the provider we presented them with and was able to confidently evaluate the target company and gain the insights they needed.
I get asked a lot of questions about how to build a business, and how to do it with as few headaches as possible. Not that I’ve totally figured it out, but I’ve certainly made my fair share of missteps and gratefully have learned something along the way. From investing, to hiring, to reducing headcount, to managing the ups and downs of an economic recovery period—one thing remains unchanged: leadership matters. And if you’re talking about key leadership positions, the one that companies most often get wrong is the CFO.
Why? Well, the answers are as varied as the reasons they fail, but it generally has to do with asking the right questions from the beginning. In other words, the interview process is often to blame.
I wrote an article for CFO Magazine about “hiring the right interim CFO” and how to ensure you set your company up for success when it comes to hiring one of the most important positions. Whether you are looking for an interim CFO (who can move into a full-time position) or looking for a full-time financial executive, here are some things you should know before you greenlight your new hire:
8 Things To Know Before Hiring An Interim CFO
- If you are a PE-owned company and need to bring in a short-term finance chief, find someone who has worked for a PE-backed company before.
- The interim executive needs to have a track record of wins. That generally means a significant tenure at multiple companies.
- Find someone with industry experience, because it’s much easier to stand at the finance helm of a manufacturing, healthcare, IT, or services company if you’ve done it before.
- Similarly, the interim CFO should have experience working for a company of similar size and scale.
- It’s not enough to understand the numbers (sales, revenue, overhead) — you need someone who understands what the numbers mean.
- For the best results, find a pro who has a high IQ and a high EQ (emotional intelligence), because the interim CFO needs to quickly gain favor from others in the organization to gather information and build a story around the numbers.
- Be sure to have conversations with key stakeholders in a candidate’s prior roles. Choose the references; do not use the references the candidate gives.
- While enthusiasm is a wonderful aspect of a new leader, a short-term executive should have a stabilizing effect, not a disruptive one.
For more details and to read the full article in CFO Magazine, click here.
Interested in connecting with a CFO or interim CFO in our network? Contact our head of sales, Scott Bellinger, here.
PE firm urgently needs to assess effectiveness of sales team at healthcare portco
A middle-market PE firm Partner came to us with a prompt need to assess the existing sales team and go-to-market strategy at one of their portfolio companies that provides medical equipment and asset management services to the healthcare industry. The founder-owned portco was struggling with a high turnover rate and urgently needed to examine how to get the right sales team members in place. They were also in need of a new GTM strategy that they could execute once they had the right team in place. Having previously completed Voice of Customer (VoC) work, portco leadership was ready to take the next step.
BluWave identifies PE-grade consulting firms specific to the firm’s needs
Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade sales effectiveness and GTM strategy needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of sales and GTM strategists that uniquely meet the private equity standard. We interviewed the PE firm to understand their specific key criteria, and then connected the client with the select pre-vetted consulting firms from our invitation-only Business Builder’s Network that fit their exacting needs.
Firm engages with presented provider and moves forward to improve portco strategy
Within the same day of reaching out, the PE firm was introduced to a specialized sales effectiveness & training firm with additional experience developing GTM strategies for PE-backed companies. The client immediately engaged with this group and was able to start the project within 24 hours. The service provider we connected them with began by assessing the current sales processes and team members within the portco’s two verticals and then worked with them on developing an improved strategy.
