How RevOps Accelerates Time to Value for Investments

Revenue operations unify the go-to-market strategies across sales, marketing, customer success and finance, streamlining processes from lead generation to revenue realization.

Whether private equity firms are deploying revenue operations during the due diligence process, or private and public companies want to be more efficient, this process can accelerate the time to value for investments.

“We define RevOps as a holistic approach to all of the go-to-market processes that a company uses to run their sales, marketing, customer success and finance teams all the way from lead to cash,” says Max Scaler*, co-founder of MegaGrowth. “I think it’s important to say it’s not sales ops. A lot of people think RevOps is just another name for sales ops or marketing ops, and that’s not the case.”

Let’s take a deeper look into how revenue operations can bring your business more value on a faster timeline.

RevOps: Greater than the Sum of its Parts

RevOps enhances the efficiency and effectiveness of go-to-market teams by eliminating operational bottlenecks and enabling faster, more informed decision-making.

“It is a force multiplier for your go-to-market teams,” Scaler says, “removing things that slow them down.”

Beyond enhancing efficiency, RevOps fosters a culture of continuous improvement and innovation. By breaking down silos, it encourages cross-functional collaboration, leading to creative solutions that drive growth.

Create Leadership Alignment

Investment in RevOps fosters alignment among leadership teams, ensuring cohesive planning and execution toward revenue goals.

“Investing into our function creates leadership alignment, but it also creates the ability to put into place a plan tracking how they’re driving revenue,” says MegaGrowth’s other co-founder, Ryan Murphy*.

This alignment extends beyond mere agreement on objectives; it cultivates a shared vision for success that permeates every level of the organization, ensuring that every team member is working toward the same goals with a unified strategy.

Track, Drive Revenue Like Never Before

RevOps provides a structured approach to track and drive revenue, supporting strategic decisions on leadership supplementation and operational focus post-investment.

The right strategy not only tracks revenue but also identifies new revenue streams and opportunities for expansion, providing a comprehensive view of financial health and growth potential.

How To Improve Efficiency, Productivity of Sales & Marketing Teams

Implementing RevOps also means embracing agility in sales and marketing strategies, allowing teams to quickly adapt to market changes and customer needs for sustained growth and competitiveness.

“Marketing attribution…lets you reallocate that money to places that are working,” Scaler says.

RevOps optimizes sales and marketing efficiency by ensuring investments like marketing spend are allocated to the most effective channels, improving overall team productivity.

Here are other ways a solid revenue operations strategy can benefit sales and marketing teams:

  • Marketing Attribution: By accurately attributing marketing spend to revenue outcomes, companies can optimize their marketing strategies.
  • Lead Scoring and Routing: RevOps enhances the management and prioritization of leads, ensuring high-value prospects are engaged promptly.
  • Customer Success: It focuses on maximizing customer lifetime value through streamlined support and engagement processes.
  • Quote-To-Cash: RevOps streamlines the quote-to-cash process, reducing friction and accelerating revenue recognition.
  • Subscription Management: Effective management of subscription models ensures consistent revenue streams and customer satisfaction.

Benefits of Neutral Third-Party Strategy Consultants

A neutral third-party consultant in RevOps can provide unbiased insights and recommendations, helping to resolve internal disagreements and align strategies with best practices.

“Part of the value any strategy consultant brings is an objective third-party opinion,” Scaler says.

The RevOps resources in BluWave’s invite-only network of service providers specialize in helping the world’s top business builders on an industry-by-industry basis. They have worked alongside countless companies to operate more efficiently, saving time and money.

Efficient implementation of RevOps can significantly reduce the time to achieve investment goals, acting as a multiplier for returns by streamlining operations and enhancing decision-making processes.

“Time is the biggest issue,” Murphy says. “If you can cover the time perspective of that and reduce it, you get a multiplier in your investment.”

Our research and operations already knows the resources you need before you contact them. They’ll scope your business’s unique situation 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 value creation 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.

Revenue Operations in Due Diligence: How it Creates More Value

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.

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.

“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.”

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.

Private Equity Forecast: BluWave Predictions Tracker

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.


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.



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.


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.



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.


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.



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.


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.



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.


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.



IT Due Diligence for Manufacturing Companies

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.


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


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 for Automotive Industry Businesses

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.

READ MORE: What is Commercial Due Diligence?

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.

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.

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

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.

BluWave Awards 2024: Top Private Equity Innovators

We’re proud to announce the third annual Top Private Equity Innovators with the 2024 BluWave Awards*.

“We’re regularly asked by market leaders about the best practices that are being embraced by the most innovative private equity firms,” said BluWave founder and CEO Sean Mooney, talking about the impetus for creating the awards.

Learn more about the 2024 Private Equity Innovator of the Year, Access Holdings

Our objective, thorough process gathered feedback from the world of private equity as well as the top service providers that work with them on a daily basis.

With their help, we identified the top 2 percent of firms for their innovative practices based on four key criteria identified by our research and operations team, limited partners, investment bankers, industry thought leaders and service providers in the private equity ecosystem.

As part of its selection process, the selection committee evaluated more than 5,000 private equity firms and utilized more than 75 different factors, incorporating more than 400,000 data points to evaluate these four criteria.

Here’s a little more about each one.

Proactive Due Diligence Practices

Innovative PE firms look at prospective investments with an eye toward not only trusting and verifying, but also with a preemptive lens into informing future value creation opportunities.

Transformative Value Creation

Once PE firms make investments leading private equity firms partner with their portfolio company management teams to purposely create value that didn’t or couldn’t exist before.

Modern Private Equity Firm Operations

These PE leaders treat the business of private equity like a business. They strategically utilize best-in-class internal and external cross-functional resources to enable insightful opportunity assessments and unique levels of value creation.

Corporate Citizenship

Top PE firms know that corporate citizenship is not only good for the world, but also fundamentally improves returns.

Here’s where you can find all the 2024 Private Equity Awards winners, including Innovator of the Year, Access Holdings.

“We are excited to recognize this distinguished group of investors as the 2024 Top Private Equity Innovators,” Mooney said.

*BluWave, LP has not received investment capital from and holds no ownership interest in the PE firms evaluated or recognized under the PE Innovator awards program. BluWave received no compensation from any of the PE firms in connection with this awards program. However, BluWave may otherwise provide services to the PE firms and/or portfolio companies, but BluWave confirms that its assessment of the PE firms was independent of any such service arrangements. Top 2% in the PE industry is based on BluWave’s review of the more than 5,000 PE firms in the U.S. and Canada from which the 82 PE firms were selected as award recipients.

BluWave Awards 2024: Access Holdings is PE Innovator of the Year

We’re proud to announce Access Holdings as Innovator of the Year in the third annual BluWave private equity awards*. The Baltimore-based firm was selected for its for exemplary innovation and leadership.

“For over a decade, we have endeavored to do things differently,” Access Holdings Founder and Managing Partner Kevin McAllister said. “By listening to and learning from our partners, we have developed contemporary technologies and research capabilities that scale and innovate our partner companies into market leaders. Access Holdings is honored to be recognized as this year’s Private Equity Innovator.”

Also see more about the 2024 Top Private Equity Innovator awards

Firms chosen for the Top Private Equity Innovator Award are selected based upon a rigorous assessment in consultation with our research and operations team, leading limited partners, investment bankers, service providers and other thought leaders in the private equity ecosystem. Selected firms represent the top 2 percent in the private equity for innovative practices in:

  • Proactive due diligence practices
  • Transformative value creation
  • Modern private equity firm operations
  • Corporate governance

“Private equity is an essential business builder and pillar of the economy, facilitating growth and development in almost every industry and creating millions of jobs in America,” said Sean Mooney, BluWave founder and CEO. “Access Holdings has differentially demonstrated how to build and grow businesses. We congratulate them on their innovation and success in creating value.”

*BluWave, LP has not received investment capital from and holds no ownership interest in the PE firms evaluated or recognized under the PE Innovator awards program. BluWave received no compensation from any of the PE firms in connection with this awards program. However, BluWave may otherwise provide services to the PE firms and/or portfolio companies, but BluWave confirms that its assessment of the PE firms was independent of any such service arrangements. Top 2% in the PE industry is based on BluWave’s review of the more than 5,000 PE firms in the U.S. and Canada from which the 82 PE firms were selected as award recipients.

Due Diligence for Media, Entertainment Acquisitions

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.

Top Private Equity Podcasts

Private equity has a reputation for being an opaque industry to outsiders, with accessible expert insights difficult to find.

Some of PE’s most experienced professionals, however, are out to change that. These in-depth podcasts pull the curtain back on due diligence, value creation, prep for sale and everything in between.

While there are plenty of great options available for download, these are the five best podcasts about private equity to which you should be listening – in no particular order – to max out your knowledge.

digital marketing consultant

Best But Never Final

  • Hosts: Doug McCormick, Lloyd Metz, Sean Mooney
  • Recording Since: Feb. 6, 2024
  • Publishing Frequency: 2–3 per month

For too long, the first word in private equity has been “private.” On this “insider” podcast, McCormick, Metz and Mooney pull back the curtain and get real about private equity.

Listeners will gain a deep understanding of how private equity professionals think and operate. With three distinct backgrounds and decades’ worth of combined industry experience, everyone from CEOs to aspiring PE partners can learn from this dynamic trio.

Karma School of Business

  • Host: Sean Mooney
  • Recording Since: Aug. 2, 2022
  • Publishing Frequency: 2–3 per month

You caught us! Our very own CEO and founder, Sean Mooney, hosts this podcast, too. But we wouldn’t share if we didn’t believe it was full of great content.

Launched in 2022, we cover a wide range of topics with frequent guests, from the role of private equity in the economy to the latest trends and challenges.

“You’ll learn insights and best practices from leading and influential private equity professionals, visionary business executives, and one-of-a-kind industry thought leaders who will help you take meaningful action, improve your business, and enhance your life.”

Dry Powder: The Private Equity Podcast

  • Host: Hugh MacArthur
  • Recording Since: Sept. 16, 2019
  • Publishing Frequency: 2–3 per month

This podcast features interviews with industry leaders and experts, providing listeners with an in-depth understanding of the private equity landscape.

Each episode focuses on a specific topic, such as fundraising or portfolio management, and provides valuable insights and success strategies “that will redefine the private equity industry.”

Private Equity FunCast

  • Hosts: Devin Mathews and Jim Milbery
  • Recording Since: Sept. 10, 2013
  • Publishing Frequency: 1–3 per month

Hosted by ParkerGale Capital, this podcast covers a wide range of hot topics in private equity, from deal sourcing to exits. The hosts bring a unique perspective and a healthy dose of humor to your headphones, making it a great listen for both industry veterans and newcomers.

It describes itself as “a lively discussion of the uses of technology to improve business operations for companies with less than $100 million in revenue.”

And if that’s not enough, they open each episode with a fun, original jingle.

Middle Market Musings

  • Hosts: Andy Greenberg and Charlie Gifford
  • Recording Since: April 2, 2021
  • Publishing Frequency: 1–2 per month

Most private equity deals take place in the middle market, and that’s what this one focuses on.

Industry leaders and experts discuss the latest middle-market trends and strategies.

With a different guest for each episode, you won’t be short on diverse perspectives.

These podcasts are available to download for free on iTunes, Spotify and other popular platforms.

Financial Planning and Analysis Resources in Healthcare Services Industry

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.

Hiring Board Members for a Manufacturing Company

Manufacturing companies recognize the value of board members who bring not just oversight but also strategic guidance to complex challenges. In this post, we’ll discuss the critical aspects of board advisory roles, drawing insights from recent BluWave client experiences across different use cases within the industry.

We have seen how board members transcend traditional oversight roles to become pivotal figures in strategic decision-making, operational excellence and leadership development.

Let’s explore the necessity of assembling a board that can genuinely add value and steer your company toward sustainable success.

pricing consulting firm

Examples of Manufacturing Business Types

The manufacturing sector is diverse, with each segment presenting unique challenges and opportunities. Here are examples illustrating the spectrum of businesses within the industry:

  • Specialty Manufacturing: Companies focused on producing specialty items, such as casters and wheels, face distinct market demands and operational scalability challenges.
  • Steel Manufacturing: Firms in the steel sector must navigate capital-intensive processes, global supply chain dynamics and stringent regulatory standards.
  • Low-Speed Vehicle Manufacturing: Manufacturers of low-speed vehicles cater to niche markets, requiring precision in sourcing, logistics and maintaining competitive advantages.
  • Machine Shop and Metal Fabrication: Businesses specializing in metal fabrication and machining services must prioritize operational efficiency and technological integration to stay ahead.

Here are some of the ways board members can help these businesses thrive:

Strategic Guidance

Board advisors bring a wealth of experience and insight that is critical for navigating the complexities of the global market. Their role goes beyond mere consultation; they actively participate in shaping the strategic direction of the company. By analyzing market trends, assessing competitive landscapes and identifying growth opportunities, these seasoned professionals provide actionable recommendations that align with the company’s long-term goals. Their foresight helps companies pivot in response to market changes, ensuring that strategic initiatives are both agile and grounded in solid market research.

Furthermore, board advisors facilitate strategic networking, connecting the company with potential partners, customers and industry experts. This role is particularly vital in an era where collaboration and strategic alliances can significantly accelerate growth and innovation. Through their extensive networks, board advisors open doors to new markets, technologies and talent, thereby enhancing the company’s capabilities and competitive positioning.

Operational Excellence

Operational excellence is paramount in manufacturing, where efficiency, quality and speed are closely linked to profitability and customer satisfaction. Board advisors play a crucial role in promoting best practices in production, supply chain management and quality control. By leveraging their experience, they help identify areas for improvement, streamline processes and implement lean manufacturing techniques. This not only enhances productivity but also reduces costs, waste and inefficiencies, driving operational excellence throughout the organization.

In addition to process optimization, board advisors also emphasize the importance of innovation in operations. They encourage the adoption of advanced technologies and automation to improve manufacturing processes and product quality. Their guidance helps companies stay ahead of technological trends, ensuring that they remain competitive in an evolving industry. By fostering a culture of continuous improvement and innovation, board advisors help companies adapt to changing market demands and technological advancements.

Leadership Development and Mentoring

The success of any manufacturing company significantly depends on the strength and vision of its leadership. Board advisors invest time and resources into developing a robust leadership team capable of steering the company toward its strategic goals. Through mentoring programs, they share their knowledge and experiences, providing guidance on effective leadership practices, decision-making and strategy execution. This mentorship is invaluable for nurturing a generation of leaders who are not only skilled managers but also visionary thinkers with the ability to drive the company forward.

Moreover, board advisors play a key role in succession planning, ensuring that the company has a pipeline of talented leaders ready to take on key roles as the organization evolves. They help identify leadership potential within the organization, fostering a culture of growth and development. This proactive approach ensures that the company remains resilient in the face of change, with a leadership team that is well-equipped to overcome future challenges.

Financial Oversight and Risk Management

Board members provide critical oversight, ensuring that the company’s financial strategy is robust, sustainable and aligned with its overall strategic objectives. They oversee financial planning, investment decisions and risk management practices, offering insights that help optimize financial performance and shareholder value. Their expertise is crucial for capital allocation, funding for growth initiatives and financial risk mitigation.

Board advisors also play a pivotal role in identifying and managing risks that could impact the company’s financial health and operational stability. From market fluctuations and supply chain disruptions to regulatory changes and cybersecurity threats, they help develop comprehensive risk management strategies. This involves not only identifying potential risks but also preparing contingency plans and response strategies to minimize impact.

Acquisition and Integration Advisory

As manufacturing companies seek growth through acquisitions, board advisors provide invaluable guidance. From identifying potential targets to conducting due diligence and negotiating deals, their expertise ensures that acquisitions are strategically sound and aligned with the company’s vision. They bring a critical eye to the evaluation of potential acquisitions, assessing not only the financial aspects but also the cultural and operational fit.

Post-acquisition, board advisors are instrumental in the integration process, ensuring that the transition is smooth and that the acquired company is effectively integrated into the larger organization. They help face the challenges of merging operations, cultures and systems, working to realize synergies and achieve the strategic objectives of the acquisition. Their experience in managing change and fostering alignment among stakeholders is crucial for maximizing the value of acquisitions and ensuring their success.

Regulatory Compliance and Corporate Governance

In the highly regulated environment of manufacturing, adherence to legal standards and best practices in corporate governance is non-negotiable. Board advisors ensure that the company not only complies with existing regulations but also proactively addresses emerging legal and ethical considerations. Their oversight is critical in maintaining the company’s legal standing, protecting its reputation and avoiding costly penalties and litigation.

Moreover, board advisors champion transparency, accountability and ethical conduct throughout the organization. They help establish governance frameworks that promote ethical decision-making, stakeholder engagement and responsible business practices. Their commitment to upholding the highest standards of corporate governance fosters a culture of integrity and trust, which is essential for sustaining the company’s long-term success and maintaining positive relationships with customers, employees and the broader community.

Board advisors are the linchpin in the strategic and operational fabric of manufacturing companies. Their roles extend beyond traditional governance, encompassing strategic planning, operational optimization, leadership development, financial stewardship and much more.

As the manufacturing industry continues to face rapid changes and new challenges, the insights, expertise and leadership of board advisors will remain indispensable for companies aiming to achieve excellence and sustainable growth.

BluWave’s research and operations team knows industry-specific candidates for your exact situation. Contact them for a scoping call and they’ll provide a short list of experienced options within a single business day.

New Private Equity Podcast: ‘Best But Never Final’

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.