Operations Archives - Page 14 of 21

Data Warehouse Types: How To Choose the Right One

February 24, 2023 Brad Gerick

A data warehouse is an essential tool for businesses that need to manage large amounts of data. With the advent of big data, data warehouses have become even more critical for making the right data-driven decisions.

But with so many different types of out there, it can be tough to figure out which one is the best fit. Having an expert service provider help with the process can save you a lot of time.

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Let’s discuss the different types of data warehouses: enterprise data warehouses, data marts, virtual data warehouses, operational data stores and cloud-based data warehouses.

We’ll also explore the pros and cons of each type and give you some tips on how to choose the right one.

Different Types of Data Warehouses

1. Enterprise Data Warehouse

An enterprise data warehouse is a centralized repository that stores all the data for an entire organization. It’s designed to handle large volumes from multiple sources and provides a single source of “truth.”

One of the benefits of an enterprise data warehouse is that it can integrate data from multiple sources and provide a comprehensive view.

This makes it an excellent choice for companies that need to analyze large amounts of information from different sources.

Three examples of companies that might use an enterprise data warehouse are:

A large retailer that needs to analyze sales data from multiple locations and sales channels.
A healthcare provider that needs to consolidate patient data from different locations and systems.
A financial institution that needs to integrate data from different divisions, such as banking and investment services.

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2. Data Mart

A data mart is a subset of an enterprise data warehouse that is designed to serve a specific department or business unit within an organization. Data marts are typically smaller than enterprise data warehouses and are used to address specific needs.

The upside of a data mart is that it can be designed to meet the needs of a particular business unit or department. Organizations that need to analyze data at a more granular level would be well-suited for this option.

Three examples of companies that might use a data mart are:

A sales team that needs to analyze data related to customer orders and purchase history.
A marketing department that needs to analyze data related to customer demographics and purchasing behavior.
An HR department that needs to analyze data related to employee performance and retention.

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3. Virtual Data Warehouse

A virtual data warehouse is a logical view that is created by combining data from multiple sources. The idea is to provide a unified view without physically consolidating the data.

That’s one of the primary benefits of going this route – the ability to keep the data separate physically.

If you need to analyze various disparate sources of information in one place, consider a virtual data warehouse.

Three examples of companies that might use a virtual data warehouse are:

A company that has multiple databases with different types of data and wants to create a unified view without physically consolidating the data.
A business that wants to create a data warehouse without investing in physical hardware.
A company that wants to test a data warehouse concept before investing in a physical data warehouse.

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4. Operational Data Store

An operational data store provides real-time data for operational reporting and analysis. It’s optimized for write-intensive applications, such as transaction processing systems, inventory management systems and order management systems.

If you need a real-time look at your data, this is an apt choice.

Examples of companies that might use an operational data store include:

A retail company that needs to track inventory levels in real time and ensure that orders are processed efficiently.
A financial institution that needs to process transactions quickly and accurately.
A healthcare provider that needs to track patient data and ensure that medical records are up to date.

5. Cloud-Based Data Warehouse

A cloud-based data warehouse is a type of data warehouse that is hosted in the cloud. This type of data warehouse is designed to be highly scalable and can be used to store and analyze large amounts of data.

They are great choices to accommodate growing businesses.

Three examples of companies that might use a cloud-based data warehouse include:

A startup that needs to store large amounts of data but doesn’t have the resources to build and maintain an on-premise data warehouse.
A global corporation that needs to store and analyze data from multiple locations around the world.
A company that experiences fluctuations in data storage needs and requires a flexible and scalable solution.

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How to Choose the Right Type of Data Warehouse

Choosing the right type of data warehouse depends on a number of factors, including your business needs, the size of your organization and your budget.

A small company might tend to use a cloud-based data warehouse, as it is a more cost-effective option for storing and analyzing data without investing in physical hardware.

A medium-sized company might use a data mart to analyze data at a more granular level, while a large company might use an enterprise data warehouse to analyze large amounts of data from different sources and provide a comprehensive view of all their data.

The cost of a data warehouse can vary greatly depending on the type of data warehouse, the size of the organization and the amount of data that needs to be stored.

An enterprise data warehouse can cost millions of dollars to set up and maintain, while a cloud-based data warehouse can cost a few thousand dollars per month.

A medium-sized company might expect to pay anywhere up to $500,000 per year for a data warehouse solution.

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Pros and Cons: Data Warehouses

When choosing a data warehouse, it’s also essential to consider the pros and cons of each type.

Data Warehouses

Pros

Provides a comprehensive view of all data
Integrates data from multiple sources
Handles large volumes of data

Cons

Costly to implement
Requires specialized expertise to design and maintain
May take longer to implement than other options

Data Marts

Pros

Designed to meet specific business unit or department needs
Analyzes data at a more granular level
Cost-effective

Cons

Limited in scope
May not integrate well with other data sources
May not be able to handle large volumes of data

Virtual Data Warehouses

Pros

Provides a unified view without physically consolidating data
Can keep data separate physically
Can integrate data from multiple sources

Cons

May require additional software or hardware
May not be as efficient as other options
May require additional time to set up and maintain

Operational Data Stores

Pros

Provides real-time data for operational reporting and analysis
Optimized for write-intensive applications
Can handle large volumes of data

Cons

May not integrate well with other data sources
May require additional hardware to handle large volumes of data
May require additional time to set up and maintain

Cloud-Based Data Warehouses

Pros

Highly scalable
Can accommodate growing data needs
Cost-effective

Cons

May require additional security measures
May require additional time to set up and maintain
May not be as efficient as other options

Choosing the right data warehouse is essential to ensuring that your business can make data-driven decisions. If you need help evaluating options for your organization, don’t hesitate to contact us. Our research and operations team can connect you with a PE-grade data warehouse resource to help you make the right decision for your business.

If you’re ready to take your data analysis to the next level, schedule a scoping call with the BluWave research and operations team today. We’ll work with you to understand your business needs and connect you with best-fit resources within one business day.

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Post-Merger Integration: Framework, Keys to Success

February 22, 2023 Brad Gerick

Mergers and acquisitions (M&A) are not simply financial transactions. They involve complex changes in organizational structure, culture, systems and processes.

The post-merger integration (PMI) process is a critical component of any M&A deal. PMI refers to the process of integrating two or more organizations after a merger or acquisition.

With the right strategies and framework in place, businesses can ensure a smooth transition.

Let’s discuss some of the key aspects of this challenging process.

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Preparing for Post-Merger Integration

Preparing for the integration process involves creating a PMI plan and timeline, as well as developing strategies for effective communication and stakeholder engagement. These are essential for ensuring buy-in and support from employees, customers and suppliers.

Here are some things that might be part of that plan and timeline:

Identifying key stakeholders
Creating a PMI team
Conducting due diligence
Developing a communication plan
Creating a detailed integration plan with clear target dates
Assigning responsibilities and roles
Establishing a process for issue resolution and decision-making
Developing a change management plan
Creating a risk management plan
Defining success metrics and benchmarks
Establishing a timeline for monitoring progress and making adjustments as needed.

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Execution of Post-Merger Integration

The execution of PMI involves several critical steps, including identifying and addressing cultural differences, harmonizing systems and processes, ensuring regulatory compliance and addressing talent management issues. Failure to address these issues can lead to a lack of alignment, lower employee morale and decreased performance.

CASE STUDY: Operations Integration: Industrial Park Carveout

One of the most significant challenges during the PMI process is identifying and addressing cultural differences. That’s because failure to address cultural differences can lead to significant issues down the road. An experienced interim CHRO can be a great resource for these situations.

Harmonizing systems and processes is another critical step in PMI. This involves aligning IT systems, financial reporting and other key processes. Harmonization ensures that the new organization operates efficiently and effectively, and that there are no redundancies or duplications.

READ MORE: Hire an Interim CFO

It’s also essential to identify and address any regulatory requirements and ensure that the new organization is compliant with all relevant laws.

Finally, addressing talent management issues is critical for ensuring that the new organization has the right people in place to reach its goals. By identifying key talent, developing retention strategies and creating a plan for integrating employees from both organizations, you’re much more likely to have a smooth transition.

PE-Grade M&A Resources

Measuring the Success of Post-Merger Integration

Working together to establish objectives and key results (OKRs) before joining the two organizations is essential. This is how you’ll know whether everything is going to plan and objectives are being reached.

Focus on the metrics that are most important to your business, when they need to be achieved by and how you plan to report them to key stakeholders.

Success metrics may include financial metrics such as revenue growth, profitability and return on investment (ROI). It could also mean employee satisfaction, customer satisfaction and market share.

Whatever key performance indicators (KPIs) you choose, they should be directly tied to your bottom line.

Post-merger integration is a complex and challenging process, but with the right framework in place, businesses can ensure a smooth transition.

If your business is considering a merger or acquisition, it’s essential to have a comprehensive PMI framework in place. The right one will help your business mitigate risks, harmonize systems and processes and address cultural differences, regulatory compliance and talent management issues.

The PE-grade resources in the BluWave network can help you create that framework and get the maximum value out of your new business relationship. Contact our research and operations team to set up a scoping call and get connected with a best-fit service provider in less than one business day.

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Interim CFO for a Financial Crisis

January 13, 2023 Brad Gerick

When a company faces a financial crisis, an interim chief financial officer can make all the difference in a successful turnaround.

Whether going through a restructuring, facing bankruptcy or other challenging financial situations, an experienced financial leader is essential.

A man wearing a suit sitting at a desk with an open gray laptop, a white coffee mug and papers and folders. He's looking down and the desk and looks very stressed.

Situations for an Interim CFO

A financial crisis can be due to something within a company, external economic forces, or both.

Poorly responding to a distressing financial situation can destroy a business. A capable interim CFO, however, will know how to navigate the following scenarios.

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Bankruptcy

The two most common bankruptcies a company will file for are chapter 7 and chapter 11.

When a company files for chapter 7 bankruptcy, it plans to shut down.

Chapter 11 bankruptcy, though, means a company is still viable but needs help relieving some of its debt.

While an interim CFO would seldom take on a chapter 7 bankruptcy, it’s common for them to step in and help a company try to avoid chapter 11 bankruptcy. If it’s not avoidable, a temporary chief financial officer can also help navigate the situation.

“A very good interim CFO can be a lot of help because they come in and they look at, ‘What are the things between gross profit and net earnings that are negatively impacting the business?’” BluWave controller Justin Scott says.

Cost-saving measures could include lowering headcount, cutting advertising costs or negotiating with creditors, which we’ll discuss more below.

Restructuring

While most restructuring situations are tied to bankruptcies, there are exceptions. Here are some of the more common ones.

Carveouts

An interim CFO who can adeptly perform carve-out tasks is key for organizations looking to sell off part of their company. That can mean getting their hands dirty setting up general ledger architecture or determining which employees to include in the sale.

“Let’s say 25 percent of the existing team is going with the carve-out, then I’ve got to decide ‘What’s the 25%? How are those processes going to work?’” Scott says. “Where you typically see the carve-out CFO come in is because they don’t want all of those activities to take away from the core business that the existing CFO is already managing.”

CASE STUDY: Interim CFO with Expertise in Commodities, Hedging for Manufacturing PortCo

M&A Integration

An acquisition, of course, is the opposite situation. The finance executive must determine how to integrate multiple teams in the same company.

“You likely have multiple sets of books. You have multiple systems. None of them talk to each other,” Scott says. “Essentially, you’re running parallel systems or parallel processes for everything. And then you have to manually consolidate everything and that’s just no fun.”

Ginessa Ross, who is often the first point of contact for interim CFOs BluWave works with, says lots of clients have been emphasizing M&A skills recently.

“All sides of it, whether it be due diligence, post-merger integration or prep for sale – having M&A experience, especially in private equity, is key,” she says.

Cost Savings

A turnaround CFO may be sought when accounts payable get out of control.

If the internal team has become bloated, they’re likely to partner with someone in human resources to reorganize the company more efficiently.

“It’s not typically just finance here. It’s typically that a new technology has been implemented that’s changed the field and headcount needs to be reduced,” Scott says. “How do we eliminate or mitigate the overhead expense of the SG&A of what’s happening today?”

They may also cut marketing costs or improve operations to find savings. This can be done by spending less on advertising, implementing automation tools or canceling automated subscriptions, for example.

Hostile Takeover

Although unusual, there are times when a temporary finance executive is brought in for a hostile takeover.

“It is possible to go to an interim CFO as a stopgap,” Scott says. “But it’s not a likely scenario.”

More often, the company executing the takeover will already have a CFO in place.

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Skills Needed for a Financial Crisis

What skills does an interim CFO need in a time of crisis? Accounting and finance, of course, are fundamental.

“You have to know the full revenue cycle cradle to grave,” Scott says, adding that strong management is also a key trait.

There are other things, though, that are particularly important for a chief financial officer in financially distressed situations.

Internal Communication

When managing a company’s finance team, the interim CFO must be able to communicate their plan of action. Since they’re typically in the role for around six months, they don’t have as much time to win trust and build unity.

Focusing the early days on getting to know the team helps with buy-in for the duration of the project. One component of this is alleviating fears of the unknown.

“The first day, I think, is talking to as many people as possible in the company, on the finance team, and reassuring them that things are going to get better,” says one long-time interim CFO from our network of experts.

A temporary finance executive must also be able to communicate with his or her peers and superiors. Not only do they sit in the C-suite, but they may be a direct line to a private equity firm that has a lot at stake.

“They have to be able to build credibility going both directions quickly if they’re going to get anything done,” Scott says.

External Communication

Beyond providing clarity for coworkers, a chief financial officer must also be skilled at working with clients, creditors, vendors and other outside entities.

If a company is in danger of filing for bankruptcy, the interim CFO will likely negotiate with creditors to lower their debts.

They may also ask clients to move up their timeline for accounts receivable so the organization can have more cash sooner.

In either case, being able to work well with others is paramount.

“The situations where financial executives most often fail to reach an agreement are when they don’t have any people skills, or they don’t truly want a result,” Scott says. “You have to be able to bend and give a little bit on some of these things just like in any negotiation.”

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Crisis Exit Strategy – Prep for Sale

Before taking a company’s financial reins in the midst of a crisis, an interim CFO should understand if the firm is planning an exit, and if so, what the strategy is. That allows the company to get the maximum benefit out of its new executive resource.

“Bringing in somebody from the outside allows you to access a broader set of skills and brings a fresh perspective,” BluWave managing director Houston Slatton says.

Here are some differences between prepping to sell the entire company vs. just a few assets.

Sell the Entity

If someone is brought on to prep for the sale of an entire company, their job is to get it in the best shape possible for the buyer.

Not only will this make it a more attractive purchase, but the seller will extract more value, too. This process should be planned for months, if not years in advance, when possible.

The interim chief finance officer brought on in this situation should have experience improving operations, cutting costs, increasing accountability and more. They should also be well-versed in evaluating and working with potential buyers and closing the transaction.

CASE STUDY: Interim CFO Elevates Real Estate Search Engine’s Financial Strategy

Sell the Assets

Even when parts of a company are being sold, as opposed to the entire organization, many of the same skills apply.

In this scenario, though, the company remains intact, and employees are not typically part of the package.

The right executive will help an organization receive a large return for those assets, boosting cash flow.

Each interim CFO in the BluWave network has been vetted and reference-checked before we ever put them on our roster.

That way, when companies in financial distress reach out, we can provide two or three exact-fit solutions in less than one business day. Whether your company is in the nation’s capital, Atlanta, our hometown of Music City, or any other major city, we have the resources you need.

This attention to detail and our private-equity speed turnaround give organizations a greater chance of getting back on track financially.

Learn more about the select group of private equity-grade interim CFOs we work with daily.

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Operating Partners’ Forum Recap | December 2022

December 20, 2022 Delaney Walker

Every quarter we gather operating executives in PE to discuss current industry topics and to offer peers the chance to gather, share information, and decompress with one another. In our most recent event, we gathered to discuss top lessons learned in 2022 and 2023 initiatives.

These forums are for operating executives at private equity firms only and follow Chatham House Rules, so listed below are high-level takeaways only. If you are an operating executive in private equity and interested in joining fellow operating executives during our next Operating Partners’ Forum, RSVP here.

Top Lessons Learned in 2022

Even the most resilient supply chains struggled in 2022. We continue to be in a global supply chain crisis.
Pricing strategy and related pricing strategy advisor usage was a major focus in 2022 to try and stay ahead of the inflation curve.
Labor is still a big challenge and will continue to be. Turning to PE-grade recruiters as well as interim execs is a common solution.
PE firms and Portcos are doubling down on IT, data & analytics strategies, and implementation processes to be more agile, informed, and automated.

2023 Initiatives

Debt has become less available and more expensive with rising interest rates, which will make it tougher to complete platform deals in 2023.
Digitization efforts will accelerate in 2023.
Having the right org structure in place is top-of-mind for 2023 as labor markets will continue to be tight.
PE-grade, third-party resource usage will accelerate, offering force multiplication for PE Ops teams, bringing them specialized expertise, and enabling portcos to operate more variably.
The PE industry is largely prepared for 2023 and a recessionary environment due to the proactive actions taken in 2022.

We thoroughly enjoyed getting to gather with PE Operating Executives to discuss these current topics. We’d be happy to connect you to the PE-grade, exact-fit, third-party resources you need, just contact us here.

Learn more about how we can specifically help ops execs here.

Top 5 Private Equity Trends In 2022

Pricing strategy expert urgently needed for SaaS portco

Building out a new product GTM strategy, PE firm & portco needs pricing expert

A PE senior associate came to us with a critical need for a pricing strategy expert for their SaaS portfolio company that was developing a new application to sell into the healthcare sector. The firm and portco had been working with a GTM strategist on the commercial plan, but now urgently needed a pricing expert that could help them determine how to price the new product. With the product almost ready to roll out, they needed a pricing expert that could start within the next 2-3 weeks, had industry experience, and could develop as well as justify a pricing strategy for the application.

BluWave has in-network pricing expert with relevant industry knowledge

Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade pricing strategy needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of pricing experts that uniquely meet the private equity standard. We interviewed the PE firm and portfolio company to understand their specific key criteria, and then connected the client with the select pre-vetted pricing strategist from our invitation-only Intelligent Network that fit their exacting needs.

Firm selects best in class provider to move forward with pricing strategy

Within 24 hours of the initial scoping call, the PE firm was introduced to two PE-grade pricing experts that specialized in SaaS based businesses and were available to help the client immediately. The client selected their ideal choice and was able to confidently develop a pricing strategy and ultimately, roll out their new application to the healthcare market.

In the Know: Proactive Due Diligence Practices

November 19, 2022 Delaney Walker

As part of an ongoing series, we’re sharing real-time trending topics we are hearing from our 500+ PE firm clients. In our most recent installment, Keenan Kolinsky, BluWave Consulting Manager, shares some of the proactive due diligence practices we see PE firms take that separate the more innovative private equity firms from the others. Learn more by watching the video below.

Interested in connecting with PE-grade specialized due diligence providers for your next need? Contact us here to quickly get connected to the ones you need.

Video transcript:

Due diligence is a critical piece in the private equity deal cycle, and we equip hundreds of leading private equity firms with the right PE-grade diligence providers they need – and when they need them. Performing thousands of projects every year, we gain a unique perspective to some of the more proactive and innovative approaches to the diligence process, and I want to share two such approaches we’ve seen that are separating some of the more proactive private equity firms from the others.

Number one, using the right diligence providers for the right deals. Many private equity firms have a go-to list of commercial, IT, and operations diligence providers they leverage for nearly every deal. However, each deal’s different and may require a different slate of providers to get the most out of each unique diligence phase, or diligence stream, depending on a variety of factors such as the target’s industry, the deal size, target technology or operational nuances, timing, and more. Many of our proactive private equity clients realize these nuances, and we support them by connecting them with the diligence providers whose functional capabilities, expertise, and experience account for these factors – uniquely positioning them to deliver excellence on that deal. This allows private equity firms to gain better insights with more speed and certainty, which, in turn, optimizes the entire diligence process for the respective deal. In private equity, one size does not fit all.

Number two, expanding the functional breadth and depth of diligence. Times are changing, and it’s more important than ever to get diligence right and to gain the necessary actionable insights, not only to make a more informed investment decision, but also to begin equipping the value creation plan. Especially in today’s market, value creation doesn’t and can’t end with only commercial, technology, and operational levers.As such, many of our proactive private equity clients are institutionalizing increasingly common diligence streams such as HR, digital, data, and ESG diligence to inform both investment decisions and value creation plans. We continuously map the market for PE-grade diligence providers across various functional areas, industries, price points and more so that you don’t have to.

If you or your teams are using the same slate of diligence providers for every deal, it may be time for a refresh. As you start to consider your slate of diligence providers for your next deal, give us a shout at info@bluwave.net and let us connect you with the right diligence providers for the right deal.

In the Know: How to Action BI & Analytics Experts

November 10, 2022 Delaney Walker

As part of an ongoing series, we’re sharing real-time trending topics we are hearing from our 500+ PE firm clients. In our most recent installment, Jeremy Yoder, a BluWave Strategic Account Executive, shares how to action BI & Analytics experts, detailing the different use cases firms and other proactive companies have for bringing in data & analytics experts. Learn more by watching the video below.

Get connected to a BI & Analytics Expert.

Video transcript:

In our increasingly digital world, business intelligence and analytics is a growing input factor for companies to measure their level of growth and for private equity firms to evaluate the success of their portcos. PE firms come to BluWave with needs for data and analytics specialists who can help drive effectiveness and efficiency within their portfolio companies. Here are just a few of the most common use cases we see for why a firm brings in data and analytics specialists.

Number one, developing more measurable metrics at the portco level. The first step to making data-driven decisions is having the right metrics and reporting measures in place. Many companies are lacking this when their first PE sponsor comes into the picture, so our clients equip their new portcos with specialists who can help companies build a solid metrics and reporting foundation. This gives the PE firm visibility into how their portcos are tracking against those set goals.

Number two, data diligence. For companies with large sets of data on products and customers like companies in the B2C sector, there is often hidden value hiding within these datasets if they aren’t being analyzed. When companies aren’t actioning the data available to them, leading PE firms bring in specialists to uncover what stones are being left unturned and help glean risks and actionable opportunities from the data that already exists.

Number three, cleaning and assessing data. The most forward-thinking PE firms are using specialists to clean and assess their portcos data so that they can improve the precision of their evaluations and more deeply inform the health of their organizations. We have a deep bench of business intelligence and analytics providers at the ready for a variety of niche needs. To get connected to the PE-grade,exact-fit provider you need, contact us at info@bluwave.net.

Q3 Private Equity Industry Update

Urgent need for sales & marketing focused org design consultant

PE firm needs consulting group to improve sales and marketing functions

A PE partner came to us with an urgent need for a boutique sales consulting group that could perform a sales diagnostic for their software portfolio company and help with org design for the company’s sales and marketing functions. With the head of marketing no longer at the company, the firm was looking to reset the sales and marketing function to improve growth. They needed someone to come in, assess the current sales and marketing function, identify what channels they should be focused on, and then give them guidance on how to build the department and who to hire in order to achieve growth. The firm needed this guidance as soon as possible and were ideally hoping it would come from someone with past marketing experience, and M&A expertise.

Using pre-vetted network, BluWave identifies exact-fit providers

Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade org design and consulting needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of specialized boutique consulting firms 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 groups and independent consultants from our invitation-only Intelligent Network that fit their exacting needs.

Firm engages ideal org design consultant to improve the portco’s sales and marketing

Within 24 hours of the initial scoping call, the PE firm and portfolio company were introduced to three select PE-grade org design consultants that specialized in organizational design & assessment for sales and marketing functions in software companies. The client selected their ideal choice and the firm was able to confidently build out a hiring plan that would allow them to reset their sales and marketing functions and achieve growth thanks to the work of the provider we connected them with.

Critical digital marketing independent contractor to advise software portfolio

Firm needs consultant to enhance digital marketing efforts across portcos

A PE managing director came to us with a critical need for a product marketing and positioning independent contractor who could advise several of the tech and software companies in his firm’s portfolio on their digital marketing efforts. With the digital world evolving quickly, the firm was in critical need of someone who could help their portcos enhance their digital marketing capabilities to best position themselves against their competitors. The firm was looking for someone who could advise on digital content, SEO, and other marketing activities as it related to each company’s product and brand positioning goals. It was crucial that the provider had industry experience and proven functional expertise.

BluWave has exact-fit, PE-grade digital marketing consultants

Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade marketing needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of expert marketing independent contractors 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 marketing resources from our invitation-only Intelligent Network that fit their exacting needs.

Firm chooses ideal provider to improve the digital positioning of their portcos

The day after the initial scoping call, the PE firm and portfolio company were introduced to three PE-grade marketing independent contractors that specialized in digital content, SEO, and broader marketing activities for software companies. The client selected their ideal choice. The PE firm engaged the provider and was able to gain confidence in the digital positioning of each company in their portfolio thanks to the advisor’s help.

Merger integration consultant urgently needed for software & industrial services merger

PE firm critically needs merger integration experts

A PE operating partner came to us with a critical need for a merger integration consultant to help them develop a playbook, provide resource coaching, and execute a planned merger of their existing portco with a new add-on in the software sector of the industrial services industry. With a lot of operational integration that needed to be done and the target add-on in the process of acquiring two additional companies, the firm urgently needed a small team of merger integration experts that could manage the complexity of this integration. The PE firm was seeking a provider that had industry expertise, a proven track record of successful merger integrations, and the ability to start in the next month.

BluWave identifies industry-specific consultants within network

Leveraging our founder’s 20 years in private equity, we have extensive frameworks for assessing PE-grade merger integration needs. BluWave utilizes technology, data, and human ingenuity to pre-map, assess, monitor, and maintain deep pools of merger integration consultants 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 merger integration consultants from our invitation-only Intelligent Network that fit their exacting needs.

Firm engages top choice to execute integrations

Quickly after the initial scoping call, the PE firm and portfolio company were introduced to three select PE-grade merger integration providers that had industry expertise and were available to get started immediately. The client selected their ideal choice. The PE firm was able to confidently begin executing the integrations, trusting that the provider BluWave connected them with was handling all of the niche complexities of the situation.