Need: Value Creation

Cash Flow: Importance for Businesses, Portfolio Companies

October 20, 2023 Brad Gerick

Why might a good company fail? It’s often as simple as running out of cash.

That’s why it’s so important that business leaders not only understand what cash flow is but also keep a close eye on it.

BluWave CEO and founder Sean Mooney touched on this topic with Gabe Mesanza, partner at Huron Capital, on the Karma School of Business podcast.

Listen to the Full Episode

Let’s take a closer look at what Mooney and Mesanza had to say about the importance of cash flow, and how private equity firms think about this crucial metric as it relates to their portfolio companies.

A calculator and a stack of coins in a bluish tinted photo. In the background there are accounting papers with numbers on them. In the foreground there's a bar chart with a line graph.

READ MORE: Why Hire an Interim CFO?

What is Cash Flow?

Cash flow is the net amount of cash coming into and going out of a business. It has a substantial impact on liquidity.

Without enough cash on hand, a company won’t be able to pay its expenses, ultimately forcing it to shut down.

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A Fundamental Beacon for Businesses

When times get tough – especially because of the economy – many businesses act more conservatively. Private equity firms, however, often take advantage of these challenging situations by boosting value creation.

Mesanza said that starts with focusing on fundamentals.

“The basic is focus on cash. Just understand your cash position because that is really the lifeblood of the company,” he said. “If you’re struggling with cash, then you really can’t think about much else, very honestly. That is all-consuming, and it leads you to short-term decisions that are often counter to the long-term goals of the company. That to me is first, second, third. In a crisis, focus on cash.”

READ MORE: Interim CFO for a Financial Crisis

Why Cash Flow is Overlooked and Misunderstood

When a business is performing well, executives are even less likely to focus on cash flow. This, Mesanza said, is a mistake.

“We’ve seen a couple of examples of that here recently. Having worked for large companies, even sometimes we ran into really good executives that ran business units and you ask the question of cash, they never even thought about it,” he shared. “Cash was just something that was there and it was swept at the end of the day. When you needed to do a project, you went and asked for the money and it showed up. The idea of cash is not something that is natural for a lot of people, and it’s surprising the number of people who mistake EBITDA for cash.”

Listen to the Full Episode

Cash Flow Forecasting and Management

Mooney, who had about 20 years of private equity experience before starting BluWave, said that neglecting cash flow can be a fatal mistake.

“I learned very early on good companies don’t necessarily go out of business because they’re good or bad, they go out of business because they run out of cash,” he said.

READ MORE: Sales Process Workflow: Stages, Examples for Businesses

Instead, he suggested, business leaders should forecast cash flow on a 13-week basis – equivalent to a quarter – week-to-week and monitor progress. Mesanza agreed with this approach.

“One of the first things we do is a 13-week cash flow. It’s interesting for founders, a lot of their personal finances are intertwined with the company, a lot of their personal expenses flow through the company, whether it’s a car or whatever the case is,” Mesanza said. “The moment that you start adding debt to a company and you have quarterly debt payments that you have to make, boy, that really becomes some different level of conversation.”

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How Private Equity Looks at Cash Flow

Private equity firms perform substantial due diligence before acquiring a new business. When they do move forward with a purchase, it’s because they see significant growth potential.

READ MORE: What Makes a Commercial Due Diligence Firm ‘Specialized’?

“The change to being owned by private equity is that we really only want to put in equity or cash into a company to grow it, to build it, to buy other things,” Mesanza said. “We don’t want to put cash in to run the operations.”

These aren’t just lessons for PE firms and their portcos, though. Any business can reap the benefits of healthy accounting practices coupled with a growth mindset.

The Business Builders’ Network is full of third-party service providers who have helped businesses across various industries accelerate their value creation.

Contact the BluWave research and operations team to set up your initial scoping call. They’ll match you with an exact-fit resource from the invite-only network within a single business day.

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Diversifying Talent in a Digital-First Consumer Products Startup

Service Area: Human Capital – Specialized Recruiters

Client Type: Lower-Middle Market Firm

Service Provider Type: Non-Executive Recruiting Firm

Industry: Consumer Products

The Need
Diverse Talent for a Dynamic Startup

A consumer products startup, operating as a portfolio company of a lower-middle market PE firm, was on a mission to enhance its team with diverse talents. Roles in digital marketing, design/creative, product development and people/operations were open, requiring a recruiting firm that understood the startup’s digital-first, data-driven and agile nature.

The Challenge
Complex Landscape of Multi-Role Hiring

The company didn’t have a dedicated talent partner, making the hiring process, especially for multiple roles, daunting. The urgency to hire candidates who could seamlessly blend into the startup’s fast-paced environment and contribute to its growth trajectory was paramount. Traditional recruiting firms, primarily aligned with CPG companies, lacked the finesse to meet the unique demands of a rapidly evolving digital landscape.

How BluWave Helped
Connecting with Specialized Recruiting Expertise

BluWave acted swiftly, utilizing its rich network to connect the PE firm with a specialized recruiting firm. This firm was not only adept at navigating the consumer products industry but also came with a robust expertise in fostering talent for digital-forward, high-growth environments. BluWave’s connection ensured that the recruiting firm could offer a tailored, retained search approach, aligning with the portfolio company’s nuanced needs.

The Result
Streamlined Path to Talent Acquisition

Through BluWave’s strategic connection, the portfolio company worked with a recruiting ally that understood its unique challenges and needs. The specialized recruiting firm’s ability to navigate the digital realm, coupled with its flexibility and adaptability, empowered the portfolio company to move forward confidently in its talent acquisition journey, ensuring that each role was filled with candidates who could thrive and drive innovation in a dynamic startup environment.

Revolutionizing Sales Strategies for a Robust Roofing Roll-Up

Industry: Construction and Engineering

Service Area: Human Capital

Client Type: Upper-Middle Market PE Firm

Service Provider Type: Non-Executive Recruiting Firm for VP of Sales

The Need
Unleashing Sales Potential in a Diverse Roofing Business

A progressive roofing roll-up, specializing in both residential and commercial sectors, sought to enhance its sales strategies and expand its footprint. The company aimed to recruit a VP of Sales, a unique role envisioned as a dynamic force to lead a national sales team, streamline sales strategies, and drive significant business growth of at least 4X. The ideal candidate would be a road warrior, leading from the front, adept at managing diverse sales strategies ranging from door-to-door sales to sophisticated network building with insurance agents.

The Challenge
Finding the Unicorn: A Versatile and Visionary VP of Sales

The role demanded a candidate with a rare blend of attributes – a natural-born salesperson, a strategic leader and a dynamic team builder. The VP of Sales would not only lead and mentor a vast team of more than 150 direct sellers and 15 managers but also be instrumental in sculpting multiple go-to-market strategies, enhancing formal training processes and spearheading expansion through acquisitions and geographical diversifications.

How BluWave Helped
Crafting a Tailored Search for a Multifaceted Role

BluWave connected the PE firm with a specialized recruiter group focused on identifying candidates with a profound understanding of direct-field services and a distributed workforce model. The approach was tailored to ensure that the candidates not only resonated with the unique sales strategies of the roofing roll-up but also brought a vision to revolutionize the sales paradigms, driving unprecedented growth.

The Result
A Strategic Visionary Poised to Propel Sales and Growth

The private equity firm chose from a short list of candidates a VP of Sales who embodied the visionary leadership and dynamic sales acumen for which the roofing roll-up aspired. The new VP of Sales is poised to be a transformative force, ready to unleash innovative sales strategies, mentor and lead a vast team and drive the company toward remarkable growth and success in the roofing industry.

Versatile Controller for an Innovative Legal Tech SaaS Business

Industry: Technology – Software – Legal

Service Area: Human Capital

Client Type: PE Firm

Service Provider Type: Non-Executive Recruiting Firm

The Need
Building Robust Financial Infrastructure for Growth

A burgeoning U.S.-based legal tech SaaS business, backed by a PE firm, was on a mission to revolutionize legal processes through automation and analytical insights. With a promising trajectory, the company sought to bolster its financial infrastructure to support and sustain its rapid growth. The search was on for a versatile controller, someone who could not only manage the day-to-day financial operations but also strategize and steer the company toward financial optimization.

The Challenge
Industry, Role Nuances

The ideal candidate would be someone adept at wearing multiple hats, capable of handling everything from accounts payable and receivable to strategic financial planning. Given the company’s innovative focus on legal tech, the controller would also need to navigate conversations with various stakeholders, including founders who might not be deeply versed in financial reporting, and investors and board members requiring sophisticated financial insights. The geographical location and the specific industry experience of the candidates were also crucial factors.

How BluWave Helped
Tailored Approach to Hiring the Right Fit

BluWave connected the private equity firm with a specialized non-executive recruiting firm with a robust background in controller roles, a deep understanding of early-stage business dynamics and a geographical alignment with the West Coast. The approach was tailored to ensure that the candidates the search firm presented not only met the technical requirements but also resonated with the unique culture and vision of the portfolio company.

The Result
Strategic Addition to Foster Financial Excellence

BluWave’s strategic approach and network enabled the legal tech SaaS company to identify a controller who perfectly aligned with their needs and vision. The new hire brought a blend of operational expertise and strategic acumen, ready to build a robust financial infrastructure that would support the company’s innovative trajectory and growth aspirations.

“My feedback is very positive.”

-Managing director of PE firm

Interim Executive Best Practices: Trends in Short-Term Leadership Roles

October 16, 2023 Brad Gerick

Why should a business use an interim executive?

It can be a great way to bridge the gap between full-time hires, give a potential long-term hire a “tryout,” train up less experienced candidates, guide a company through a crisis or even prepare a business for sale.

Whatever the case, interim CFOs, CMOs, CHROs, COOs and the like can be money well invested.

To get the most out of these temporary executives, though, businesses need to have a plan.

Hire an Experienced Interim Executive

BluWave’s Richmond Donnelly discussed the best practices of using interim C-suite talent on a webinar with Mark Steenhoek, Managing Director, Operations, of The Stephens Group and Bryan West, Managing Director, Talent at Resurgens Technology Partners.

Here are some of the actionable insights you can apply to your business’s interim executive strategy.

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When, How To Work with Interim Executives

While there are many situations in which an interim executive might be a good fit, the panelists outlined the most common ones their firms face.

“There’s good reasons and bad reasons that we would hire. I’d say that we find ourselves more in the camp with the bad reasons, and I’d describe those as two,” Steenhoek said. “It’s a crisis situation. Somebody leaves…or it’s a situation where we started looking in this a little bit more post-COVID in that we would have an open CFO role and then it takes nine to 12 months to fill it just because the market was so tight and difficult to find that perfect fit.”

West added that he is a big fan of the “try before you buy” approach. He said he’s encouraged by the number of his peers who are like-minded.

“That was actually reassuring,” he said. “That’s a great way to build a relationship and we’re always open to that.”

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Top Interim CXO Use Cases

Whatever the use case, interim leadership is consistently one of the most-used services in the Business Builders’ Network, according to BluWave’s quarterly insights.

Based on the proprietary data collected from working with hundreds of private equity firms and thousands of leading businesses, the two most-used interim executives are CFOs and CHROs.

Read more about how each of these crucial roles is used:

Based on a live poll of webinar attendees, most PE firms fill multiple interim executive roles per year, taking 3-6 months to do so.

At BluWave, however, we connect you with a short list of exact-fit candidates within a single business day of your initial scoping call.

Why Hire an Interim Executive?

Beyond broader use cases, PE firms and their businesses usually have a specific set of tasks they need this temporary hire to complete.

“We’re able to go in and very specifically orient to on a project basis like, ‘Hey, does this person have experience or the skills to knock out kind of a more tactical list of things?’” West said.

He said that while the overall goal may be the same as when you bring in a full-time C-suite hire, the selection criteria is “quite different” based on what needs to get done.

Echoing BluWave data, Steenhoek said interim CFOs are their most common interim executive hires. The tasks each one is expected to accomplish tend to be the same, with variations depending on the company’s industry.

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Interim Executive Criteria, Selection

Moving beyond the to-do list of items to accomplish, what is it that the world’s top PE firms and businesses look for in interim executives themselves?

West said that having done so many hirings in the past makes it easier to pick up on red flags in candidates. Beyond that, he relies on experience to choose the right person.

“We need somebody that’s been there, done that,” he said. “We don’t want to burn six months of time or three to six months of time on building a function.”

Steenhoek agreed, saying that is his top priority, too.

“I think the second would be, especially if it’s a leadership thing…radical transparency,” he said. “You’re just going to be able to really work together hand-in-hand, which equates to low-ego. They know what they’re there for.”

Learn More: Specialized Executive Recruiters

Setting Interim Executives Up for Success

Once someone is in the seat, the team that hired the individual plays a significant role in their success. How do these leaders set their interim hires up to get the job done?

“There is the team integration and the business integration [and] the CEO is the primary quarterback there, assuming it’s a direct report to the CEO,” he said. “But as far as project-managing the task list…that more often than not happens at our level.”

Steenhoek added two things that he believes are essential in these situations.

“I think really clear communication around what you need and alignment that they’re oriented and really focused on what you tasked them to do,” Steenhoek said. “The second is just being really clear on alignment related to, Are they interim? Are they permanent?”

Access the Webinar Recording

BluWave is here to connect you with best-in-class, niche-specific interim executives to help with crisis management, leadership transitions, “try before you buy” and other relevant scenarios.

“Reach out to us at any point if we can ever be supportive with anything you all need,” Donnelly said. “We’re here to help you win.”

Contact our research and operations team to scope your needs and get quickly connected with the service provider you need in less than one business day.

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How To Raise Prices Strategically with Sales Team Buy-In

October 12, 2023 Brad Gerick

When input costs increase, businesses must adjust their pricing strategy accordingly. But it’s not as simple as passing along those costs to the consumer.

First, the sales team must buy in to the new strategy. (This can be particularly challenging for private equity firms and their portfolio companies.) Secondly, you must do so in a way that doesn’t scare off the customer.

But as BluWave CEO and founder Sean Mooney discussed with ParkerGale’s Cici Zheng on the Karma School of Business podcast, those fears are often unfounded when you dig a little deeper.

Listen to the Full Episode

Let’s learn more from these two about how to strategically raise prices, whatever business and industry you’re in.

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Challenges of Raising Prices

Sales Team Buy-In

“I think our portfolio companies might be hesitant to think about price increases or think about value-based pricing,” Zheng said.

Mooney agreed, calling it the “number one area that’s underutilized” by private equity firms that BluWave supports.

Quarterly Report: More Pricing Insights

“In part because it gets the most resistance from the portfolio companies, particularly from sales leadership,” he added. “Because it’s really scary if you’re a head of sales and you say you got to raise price.”

Zheng said this is best overcome by generating belief in the company’s products or services.

READ MORE: Sales Pipeline Funnel: Methodology for Businesses

“If you think about the amount of investment that we’re putting in, in an ideal world, your best-fit customers are also valuing what that is and you’re able to get a value-based price for it,” Zheng said. “At the end of the day, it comes back to, if we really feel [that] the types of companies we invest in have great products, great NPS scores, great retention scores.”

Retaining Customers

Related to resistance from the sales team is often a fear that customers will be scared off by a higher price point. And the thought of being the one to share that increase can be daunting.

But once again, belief in the product is a great weapon in this situation.

“What are our product managers and heads of engineering and engineering talent doing? They’re continuing to invest in that product,” Zheng said. “Hopefully we’re able to convey this to the sales team who have to be at the front line to convey it to the customer of like these are not price increases for the sake of price increases.”

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Value-Based Pricing

The beauty of value-based pricing is that businesses attract customers who are willing to pay for a superior product. Portfolio companies owned by ParkerGale and like-minded private equity firms aren’t courting bargain hunters anyway.

Zheng said that this high-quality approach “justifies what we think this product actually provides to you. And if you were really looking for the cheapest price, then we wouldn’t be having this conversation because that’s usually not the positioning that we have.”

After all, if the business is working so hard to create a quality product or service, why wouldn’t they expect customers to be willing to pay more?

“We’re going and improving the products and updating the modules and features and all these things,” Zheng said. “Are we on the flip side also making sure we’re getting that value-based pricing from our customers?”

Knowing that pricing isn’t the top priority for their target customers gives portfolio companies more flexibility, dousing the fear of scaring them off.

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Data-Driven Pricing Strategies

No matter how much a business believes in its products and services, it can’t blindly adjust its prices and hope for the best. They must make data-based decisions.

One way to do this is by paying close attention to macroeconomic factors.

“We’re thinking a lot more intentionally about pricing and making sure that we’re not just staying flat, we’re looking at what’s going on in the market,” Zheng said.

There are other metrics that can influence a pricing strategy, though. According to Zheng, NPS scores and retention data are strong indicators of whether a business has a “very solid product.”

READ MORE: How To Analyze Sales Data: Tools, Examples, KPIs

For private equity firms, much of this crucial research can be done before a company is ever acquired.

Zheng said that during the commercial due diligence phase, ParkerGale often deploys voice of customer studies to learn what are customers’ top three key purchase criteria. Pricing seldom makes the list.

“Especially when we’re selling enterprise software, these are mission-critical tools and products,” Zheng said. “The customer is not looking for the cheapest one.”

READ MORE: What is Commercial Due Diligence?

In-depth analysis can also help companies learn when they have taken their increases too far, allowing them to adjust back down.

“I would argue if you’re never losing on price, then you’re priced too low. You should be losing a certain percentage of your deals on price,” Zheng said. “But if you can collect the data on the other side, if you’re doing win-loss analysis and calls like that, then you should be able to say, ‘OK, we are hearing now that we have enough actual data, not anecdata, to say we are actually losing on price too much, and so therefore we need to adjust.’”

READ MORE: Voice of Customer Metrics, KPIs, Analytics

Benefits of Pricing Consultants

As meticulous as private equity firms and other top business leaders are about their companies, a world-class pricing strategy often requires world-class help.

Mooney mentioned how underutilized pricing resources are, but that’s not because they’re in short supply.

The Business Builders’ Network is full of pricing experts who work on an industry-specific basis. They know the questions to ask, the data to analyze and the levers to pull to make sure you’re setting prices with confidence.

Listen to the Full Episode

“We’re in contact with the service providers in our network nearly every day,” Co-Head of Research and Operations Keenan Kolinsky said. “Before clients even reach out, we already know which providers will likely be best suited for their pricing project. That way, we can hit the ground running as soon as we scope a client’s need.”

These third-party resources are experts in segmenting customers, identifying value drivers, developing measurement tools and pricing structures, conducting sensitivity analyses and more.

They’re on standby to help you determine your target customer base’s key decision factors, willingness to pay, preferences and perceptions.

Lastly, they’ll present this information – with speed and accuracy – in a way that’s actionable for your business.

Start Your Pricing Project

Contact our research and operations team today, and tap into the same invite-only network that the world’s best PE firms – from ParkerGale and beyond – use to set their pricing strategies.

Within a single business day, you’ll be connected to a shortlist of options that will be chosen for your exact situation and vertical.

Manufacturing Momentum: Challenges, Opportunities in the Modern Landscape

October 10, 2023 Brad Gerick

Manufacturing businesses are faced with evolving challenges, especially amid an uncertain economy, constantly pressured from different angles by policy decisions and global events. BluWave sees this every day in the projects it supports for hundreds of private equity firms and thousands of businesses.

Whether in human capital, operations, growth strategy or technology, today’s business leaders have their hands full.

Access the Webinar On-Demand

In a recent webinar, Co-Head of Research and Operations Keenan Kolinsky discussed with Product Manager Ryan Perkins the challenges and opportunities in this industry.

An man in a hardhat stands facing yellow industrial equipment, like backhoes, in a warehouse.

The Rising Importance of Human Capital in Manufacturing

The manufacturing sector was once driven primarily by machinery and raw materials. But now it’s recognizing the importance of its most valuable asset: people.

In fact, 74 percent of manufacturers say that “attracting and retaining a quality workforce” is a top challenge, according to the National Association of Manufacturers (NAoM).

Interim executives have emerged as a pivotal solution in this landscape. These temporary business leaders bridge critical leadership gaps, ensuring that companies don’t lose momentum during transitions.

“Interim executives can help businesses keep their foot on the value creation pedal,” Kolinsky says.

Their role is especially crucial in a volatile economic environment where leadership vacancies can’t be left open for extended periods.

But it’s not just about filling gaps. The recruitment process itself is undergoing a transformation. The emphasis is shifting from generalist recruitment approaches to specialized, industry-specific strategies. Manufacturers are realizing that to drive growth and innovation, they need the right people in the right roles, making executive searches a top priority, too.

Manufacturing Resources for Your Business

Operational Excellence: The Backbone of Manufacturing Success

Turning toward a more traditional problem, nearly half of manufacturers identified supply chain issues as a top challenge, per the NAoM. Even with the peak of the COVID pandemic disruption behind us, this issue persists.

“With manufacturers…experiencing a variety of economic and even geopolitical pressures, manufacturing operations and supply chains simply have to be tighter than ever to achieve desired margins and outcomes,” Kolinsky said.

In response, many manufacturers are turning to expert third-party resources to optimize their supply chains. From right-sizing inventory to reducing lead times and optimizing supplier networks, the focus is on efficiency, cost savings and performance.

Beyond the supply chain, there’s a broader push toward operational excellence. Lean Six Sigma principles, rooted in the Toyota production system, are being adopted to streamline processes, identify bottlenecks and drive efficiency. The goal? Faster, more efficient production with greater precision.

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Strategizing for Growth in a Competitive Landscape

A weaker domestic economy can poses unique challenges. During those times, growth strategy becomes the north star guiding manufacturers. But how do they chart a course for growth amid such turbulence? The answer is data-driven strategies.

“Markets shift often and they shift quickly,” said Kolinsky, who emphasized the importance of real-time insights. “Base your strategy or plan for growth on current market data and dynamics.”

READ MORE: Analytics, Data & AI Resources

By leveraging data analytics and visualization tools, manufacturers can gain actionable insights, track KPIs and make informed business decisions.

With the advent of more accessible artificial intelligence tools, many businesses in the manufacturing industry and beyond have been focusing on essential pre-cursor activities focused on data hygiene. These will lay the groundwork for a more seamless integration once they’re ready to use AI to accelerate growth.

Start Your Manufacturing Project

Embracing Technology: The Future of Manufacturing

The digital revolution is reshaping the manufacturing landscape.

According to Alithya, 43 percent of manufacturers came into 2023 planning to increase their year-over-year spending on technology. it’s clear that the industry is gearing up for a tech-driven future.

“The manufacturing industry is really digitizing rapidly and in more ways than one,” Kolinsky said.

From IT strategy to system selection and implementation, manufacturers are recognizing the need to align their technology tools with broader business objectives.

But it’s not just about adopting the latest tech solutions. Effective change management is crucial. As manufacturers transition to modern systems, they must ensure that their teams are well-equipped and trained to leverage these tools to their fullest potential.

BluWave is here to help you connect with best-in-class, niche-specific manufacturing resources to help with human capital, operational excellence, growth strategies, technology and more.

Contact our research and operations team to scope your need and get quickly connected with  the service provider you need in less than one business day.

Start Your Manufacturing Project

Joe DeLuca of NewSpring Capital: Navigating Challenges with Empathy, Strategy

October 4, 2023 Brad Gerick

Joe DeLuca recently joined the Karma School of Business podcast to talk private equity. The operating partner with NewSpring Capital spoke with host Sean Mooney about the significance of building genuine relationships during crises, the evolution and adaptability of NewSpring’s value creation model and the unparalleled power of collaboration, drawing parallels from the Manhattan Project.

Their insightful conversation sheds light on the human-centric approach to business and the pivotal role of adaptability in the private equity landscape.

Here are some of the top takeaways from their conversation.

Listen to the Episode

3 Takeaways from Joe

1. Building Relationships in Crisis

In the face of unprecedented challenges, such as the onset of the COVID-19 pandemic, DeLuca underscored the importance of human connection and understanding.

“I tried to understand what the people that were working at our business, just what was going on so that we could relate to each other,” he said. “Then I could ask of them, ‘Hey, OK, we really need to do X.’ And then there was some empathy and some relationship building in the first week that I just felt was really critical because it was all happening real-time.”

This sentiment is not just about business strategy but about genuine human empathy. By taking the time to understand the personal challenges faced by employees, leaders can foster a sense of unity and shared purpose.

“People are really what drive these companies,” Mooney added.

In an era where technology and automation are at the forefront, it’s a poignant reminder that at the core of every successful venture are the people who make it run.

2. Evolving Value Creation Model

Adaptability is a hallmark of successful businesses, and NewSpring’s evolving value creation model is a testament to this.

“We started several years ago with what we call the value creation team,” DeLuca said. “The concept was, ‘w’Well, let’s get somebody from each of the disciplines. Let’s have a finance person, a marketing person, an HR person, an IT person.’ You sort of get the idea. ‘And let’s have them on tap to call on them and add value where and when needed.'”

This shift from a broad, external expert-based approach to a more focused, strategy-specific model highlights the importance of being nimble and responsive to the unique needs of each investment.

“The biggest single use case we see in private equity is people,” Mooney said. “It’s every quarter, and it gets bigger and bigger and bigger.”

The emphasis here is clear: while strategies and models are vital, it’s the people who execute them that truly drive value and success.

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3. The Power of Collaboration

The story of the Manhattan Project, as recounted in “The Making of the Atomic Bomb,” serves as a powerful metaphor for the importance of collaboration in achieving seemingly insurmountable goals.

DeLuca drew attention to the unlikely partnership between General Leslie Groves and Robert Oppenheimer.

“These guys pulled it off, and they were completely opposites,” he said. “They were like the stereotypes.”

This collaboration between two starkly different individuals underscores the idea that diverse perspectives can come together to achieve greatness.

“If you work with great people, you kind of understand the situation, come up with a plan,” Mooney said. “If you’re tenacious and you’re going to find a way, and I think that so much just reflects the whole conversation that we’ve had here today.”

The underlying message is clear: with the right team and a shared vision, any challenge can be overcome.

Start Your Project with BluWave

DeLuca’s insights on the importance of understanding and connecting with employees during challenging times, the adaptability required in the ever-evolving world of private equity, and the lessons drawn from historical collaborations, make his episode well worth a listen.

When you’re done listening, head to the main BluWave podcast page for more conversations with business leaders.

Culture-Oriented VP of Human Resources for Financial Services Portco

Industry: Professional Services

Service Area: Human Capital – VP of HR

Client Type: Small-Market PE Fund

Service Provider Type: HR Executive Search Firm

The Need
Strategic HR Leader for Rapid Growth

A leading financial services company was on the lookout for a VP of HR. With a strong presence across dozens of locations, the company had been experiencing rapid growth, boasting a revenue in the tens of millions of dollars. Its unique service offering, assisting financial advisors in setting up qualified retirement plans, had set them apart in the industry. As the company expanded, however, leadership realized they needed for a strategic HR leader. This new role was envisioned to not only manage the day-to-day HR operations but also to be a culture carrier and strategic partner in the company’s growth journey.

The Challenge
Local Candidate who Understands Industry Intricacies

The search for the right VP of HR was not just about filling a role; it was about hiring someone who could seamlessly integrate into the company’s culture and ethos. The ideal candidate would have experience in the financial services sector, with a deep understanding of its intricacies. A locally based candidate would be a bonus.

The company also emphasized the importance of industry experience, especially in online lead generation and financial services. With such specific criteria, the challenge was to find a candidate who would tick all the boxes.

How BluWave Helped
Knowing Exact-Fit Providers Ahead of Time

BluWave, with its extensive network and deep understanding of the professional services industry, took on the challenge. Recognizing the unique needs of the company, BluWave presented three exact fit HR executive search firms with a track record of placing top-tier HR leaders in the financial services sector. After the initial introductions, the PE firm selected the partner that would be the best fit for its situation and could understand how to align a candidate with the company’s vision and culture.

The Result
HR Executive who Fit Perfectly within Culture

With BluWave’s assistance, the financial services company was able to identify and onboard a VP of HR who not only met its technical and industry-specific requirements but also resonated with its company culture. This strategic addition to its leadership team has positioned the company for continued success and growth, ensuring that its HR strategies are aligned with its business objectives.

Interim CFO Elevates Real Estate Search Engine’s Financial Strategy

Industry: Technology – Software

Service Area: Human Capital

Client Type: Portfolio Company – Real Estate Search Engine

Service Provider Type: Interim CFO

The Need
Navigating Financial Transitions

A leading online real estate marketplace specializing in age-restricted communities was at a crossroads. With revenue of $15MM and a team of 50 employees and 20 contractors, they were gearing up to revamp their business model and set their annual budget. The challenges brought on by the pandemic had altered their sales funnel dynamics, and their existing financial model was due for an overhaul. Amid these shifts, the need for an interim CFO to steer them through this period became evident.

The Challenge
LeadGen Expert with Industry Experience

Operating as a unique platform in the real estate sector, the ideal candidate would be familiar with online lead generation. Real estate experience would be a significant advantage, too. Furthermore, understanding the intricacies of the company’s in-house developed front and back-end systems was crucial. With an ongoing annual audit and the recent onboarding of a new FP&A manager, the interim CFO’s role was to ensure a seamless transition without any operational disruptions.

How BluWave Helped
The Right Solution, Fast

BluWave swiftly grasped the distinct needs of the real estate marketplace. Tapping into its extensive network, BluWave introduced the company to a short list of seasoned interim CFOs. After introductions were made, the portco zeroed in on the candidate that brought to the table a rich experience in online lead generation and a profound understanding of financial modeling and budget building. The temporary executive was not only equipped to oversee the annual audit but also possessed the strategic vision required to reshape the business model in alignment with the company’s objectives.

The Result
Strategic Financial Revamp, Strong Foundation for Future

The interim CFO integrated effortlessly into the team. In the initial phase, she prioritized ensuring the smooth operation of the company’s financial functions. As the engagement evolved, the CFO transitioned from a full-time role to a part-time strategic advisor, offering the company the flexibility it sought. Under the interim CFO’s guidance, the company successfully overhauled its financial model, laying a robust foundation for stability and growth.

The interim executive you selected for us did great work. We would rate her as great overall.

-CEO of Portfolio Company