Eric Jensen, Nordic Capital | Achieving Operational Excellence: A Look into M&A and Talent Strategy in Private Equity

Sean Mooney:
Welcome to the Karma School of Business, a podcast about the private equity industry, business best practices, and realtime trends. In this episode, we have a fantastic conversation with Eric Jensen, Operations Director with Nordic Capital. This episode is brought to you today by BluWave. I'm Sean Mooney, BluWave's Founder, and CEO. BluWave is the go-to expert of those with expertise. BluWave connects proactive business builders, including more than 500 of the world's leading private equity firms in thousands of leading companies to the very best service providers for their critical variable and on-time business needs. Enjoy.

So I'm really excited to be here today with Eric Jensen from Nordic Capital. Eric, thanks so much for joining us.

Eric Jensen:
Ah, thank you. Pleasure to be here and thanks for having me on the podcast.

Sean Mooney:
Eric, you've had this great career coming in from a variety of not only private equity experiences, but operating experiences. And what I love most, or one of the things I love most about the modern era of private equity is there's so many different routes into PE versus this one track in the eighties or nineties. And so I'd love to hear a little bit more about your background. What attracted you to the industry, how you got here?

Eric Jensen:
Yeah, absolutely. Well, and I should say I haven't been in private equity for that long. I joined Nordic about a year and a half ago, and in many ways, I've always treated my career as if I'm a kid in a candy store. And so there's been a couple of different phases and I'm hoping I can tell the story that says, "Oh, this all fit together and made sense about where I am now." But I guess time will tell whether that narrative plays out. So maybe just to give folks a quick orientation. So I spent the first decade of my career in management consulting, worked with McKinsey and Company, doing a fair amount of work in the healthcare services space, and then maybe part two of my career was very much focused on entrepreneurship and operating companies. So was part of the co-founding team for a company called AVIA, which helps hospitals and health systems with their digital transformation and also spend time running a health systems business for another health marketing oriented firm.

And came to this step in my career two, three years ago where I said, "Okay, I am absolutely convinced I just need to go run my own thing. I need to be a general manager or a CEO of some kind of firm in the health tech space." And I started pursuing those kinds of opportunities. And then as luck would have it, had this call from Nordic Capital and I said, "Well, who are you guys and what do you do?" And what I'll say is that I didn't originally envision myself getting into private equity, but there were just a couple of things about both the role and the organization that were incredibly appealing for where I was in my career. The first thing was I actually really liked consulting in the first part of my career, but what I didn't like was not having skin in the game and being able to see the results of my work carry through and fully realized.

And so the operations function within private equity really helps bring those two things together in providing continuity of experience with our portfolio companies. The second thing is I really like the performance orientation of private equity. So having been an entrepreneur, I spent a lot of time seeing venture capital, how venture capital worked, how venture capital backed companies worked. And on the margin, that was a great experience as well. But it was striking to me how much focus was placed on storytelling and management of optics versus what are the numbers telling us and how do we use those to inform where we go strategically and operationally? And I really appreciated that fact-based, rigorous way of looking at organizations. The third thing, well, there's two other things, and I'll say both of those were very specific to Nordic Capital as opposed to private equity writ large.

But one, they just had a fantastic health tech portfolio. And as somebody who spent a lot of time in health tech, I could tell it was a group of people who really knew the space and had built some assets that I thought would continue to grow and be valuable. And then the final thing is I love the opportunity to be a bit entrepreneurial and helping grow and promote Nordic within the US. So the firm has been around for 35 years. I had never heard of them because it's been mostly Europe focused for the first 75% of the history of the firm. But I will say that over the last five, six years, the US has become a really important area of focus for the firm. And so it's been fun to be part of building out our team and the infrastructure that exists here in the US to catch up really with frankly where our capital was already flowing.

Sean Mooney:
I love so much of what you said, and one, I think I completely understand that journey where you've gone through consulting and operating and now melding those together, as you said, to have some skin in the game and benefit from the value creation really from both folds. So it's this great middle ground. And then I really also appreciate some of the themes you talked about of the business of private equity and becoming more businesslike. And you think about, one, it's this melding and integration of ops teams and deal teams working symbiotically together, but also becoming more global. And we've had the privilege to do some work with Nordic and seeing this perspective that you all that goes beyond one shore and being able to look not only with the business internally, but bring this perspective throughout the world, and that's really unique.

Eric Jensen:
Yeah, no, look, I'd say for almost every one of our US-based companies, they have a global customer base. And for most of our companies in Europe, in many cases, the US is one of the most important markets. So certainly in the tech space, it is a global market, but that also applies in a few of the other sectors that we invest into as well.

Sean Mooney:
I think that's fantastic. One of the things I love to ask just to get to know people better is what is one of the things that we would know you better for if we knew this about you?

Eric Jensen:
Sure, sure. Well, it is maybe a little bit embarrassing to talk about this, but since it's not particularly private, or at least it's not private with certain people I know, my nickname is Thor, which actually in some ways fits great with joining Nordic Capital. But a little bit of the backstory on that, my co-founder and AVIA the last firm I was at, was also named Eric. And so especially early days, it was always Eric and Eric and people get incredibly confused about who said what and which one are you talking about? And so it was determined that somebody needed to take on a nickname so that we could differentiate between the two. And almost as a throwaway comment, I said, "Well, if you're going to give me a nickname, it better be something really masculine like Thor," really just joking. And it absolutely just stuck.

And it's actually interesting. I will say that there was a little bit of truth behind the nickname as well, in the sense that I could be pretty direct. I sometimes threw down the hammer and was very clear about what I thought about something or a specific direction. I do tend to tell things or say things like I see it, which is a very Danish heritage way of communicating. But I will say over time, I have acquired a bit of a soft side, and for those of you who are fans of Thor Marvel movies, you may be able to track a little bit of the arc of how he was very emotional and brash and thought he could control everything in the first couple of movies. And then, I don't know, I even watched Love and Thunder, which is probably one that's off the radar screen for some folks, he's very much focused on how can he help and support the people around him? And so hopefully I've made a bit of that change and followed a bit of the arc of that narrative in my career as well.

Sean Mooney:
Of all the nicknames I've had, if I could only be so lucky to have Thor as a nickname.

Eric Jensen:
Yeah. Well if I could only be so lucky to have Chris Hemsworth's physique, and I will say that's where the nickname definitely doesn't hold true.

Sean Mooney:
One of our recent guests on the podcast is Ed Hein, who is an F-18 Naval aviator, and they all get call signs. And the one thing that he made very clear is no one gets a cool call sign. So I think you came out of this great.

Eric Jensen:
All right. All right. Maybe I need to resuscitate the nickname a bit, but...

Sean Mooney:
All right, so let's jump back into this. And one of the great things with your background from consulting to operating to now as a private equity professional, I'd be really curious, you have this rare vantage of when you look at a company, I'm sure you have a yardstick or something you're looking for. And certainly I did when I was in PE, I had, here's the checklist to help reign into chaos in the noise that was in my head. So I'd be curious, Eric, what are maybe two or three of the most important traits or ideal traits that you look for in a company when you think about operational excellence of a business or its related potential? And maybe I'd position it also as not only what they have, but also what they could have given what they are today?

Eric Jensen:
Well, I think that last point you raised is maybe the place to start because it's interesting. You don't want a company to be good at everything, then you actually can't create any more meaningful value. And so in the diligence process, finding some things that don't work well is actually a good thing because it says, "Okay, well, we can work on that and help take them from X to Y." So maybe that's obvious, but I think it's worth just bearing in mind. Here's what I would say is let me start with the things that are non-negotiable, and then I'll work towards the places where we look and hope to find things that we can improve. So the non-negotiable for us at Nordic, which I think is just really wise, I take no credit for this, is we really do look for companies that have best of breed products within the given vertical that they participate in.

And a bit of that orientation is grounded in the belief that over time the companies that have the best products will tend to win and they will tend to win disproportionately. I think the diligence process certainly is focused on, "Hey, do we believe this is best of breed or has the potential to be best of breed within a period of ownership?" So having said that, when we think about the levers that we could apply in order to drive value creation, I think there's a couple of things to really focus on. First, it really does start with the team and the management team that is in these companies. And this takes a little bit of... There's a little bit of subjectivity involved in what that looks like. Do you have the right folks on the team? But in many ways it's like sports teams and it's not just about the individual capabilities of folks, but how do they mesh together and play well together? So that's certainly something we spend time on.

The second thing I would say is we are a very growth-minded investor. And so what that tangibly means is we spend a lot of time looking at commercial processes and activities. So what does the sales process look like? What's the sales team look like? What kind of cadence is in place? Are they doing the things they need to do to drive performance conversations within that function? Just broadly, maybe elevating from the sales team and process, what is the go-to-market? How could that be improved? And are there opportunities to cross-sell in other products on the back of the core customer relationships? And then lastly, I think looking at value-based pricing is also something that's important, especially in tech. Are you demonstrating the outcomes that you're driving for your customer base? So that's I'd say maybe the first and biggest lever that we spend time on.

The second thing I'll call out is that I spend a lot of time with healthcare companies that are tech oriented, but no company is purely tech in healthcare. There's a lot of services. And so the management of professional services functions and how that looks and operates, and again, the performance metrics, all of those things are another space that I spend some meaningful time on.

And then the last thing I'll call out, which is maybe not a traditional operating lever, but one that I think a lot about in collaboration with our deal team is at a strategic level, what are the untapped assets that could really provide meaningful value? So does this company have data assets that could be used in new and different ways? Do they have access to market segments that would allow them to sort of accelerate distribution of other products? So thinking about those additional assets that are outside the bounds of commercial levers and all those kinds of things is another area we spend time on.

Sean Mooney:
I think that you said a lot there that makes a ton of sense. And that one, so often in private equity, what we're looking for is not what the company is, but what it can be. And that's what ultimately gives the investors opportunity to create real value and returns. And then two is this idea of product market fit and growth and team and all of these great things that I think when we sum up everything that you said here, you can probably save your future alums from the University of Michigan, Ross School of Business a lot of time and just say, "Listen to Eric's last five minutes and don't spend the money."

Eric Jensen:
And by the way, you didn't point out I'm also an Ohio State alum, so I don't know if the Michigan folks will disown me for that, but it is what it is.

Sean Mooney:
I was thinking that might be your you might know me better if, the inner conflict that you have between two rival schools, but indeed for another time.

Eric Jensen:
Exactly. Exactly.

Sean Mooney:
So maybe I'd love to segue here into talking about you've got this company you like what you see, you like, what it could be. Then how does Nordic and how do you then approach the value creation phase and maybe what are some of the resources that you bring to bear to support your portfolio companies on this journey?

Eric Jensen:
Yeah. Well, the how we approach it, what I'd say is I think there are some pretty traditional phases to the process. You close on a deal, there's a heavy emphasis in the first six months on both aligning around the value creation plan and building sprints with that company and then providing the support to execute on them, and then a bit of a performance monitoring over the period of ownership. And so I think in a lot of ways that is probably near universal across many different private equity firms. What I would say that how we approach it in terms of resourcing here at Nordic I do think is somewhat unique. I think it's fair to say that many, if not most private equity firms, will start with investing in functional expertise that they can provide in a horizontal way that they can scale horizontally across their portfolio.

We absolutely do that. And we have a team. Our operations team is about 20 people, and I'd say about a third of the people within our team are in that functional support area. But the other thing we do is we bring in generalists who are, let's call it experts in a given industry, who really focus on owning the relationship with a handful of portfolio companies. And so the interplay of those two things I think is somewhat unique. And the benefit of that in my view, is that it allows us to take the CEO view and lens to what are the biggest rocks that need to be addressed? So I try to say, "Okay, if I were running this company, what would matter most to me now?" And presumably many of those are already on the CEO's agenda and maybe there's one or two that isn't yet, and I can have a conversation about that.

But it does make sure that we're always solving for what matters most to that individual as opposed to saying, "Hey, we have this HR thing or procurement thing." We're able to connect those dots. So that's generally how we work as an organization. Maybe just a couple other points that are worth mentioning. We've also made a meaningful investment in earlier career folks who are just high horsepower talent that can be dropped into a situation to work on things. And so sometimes portfolio companies don't have the resources to either recruit these people or keep them. And so that is a big source of value to have that kind of flexibility available at the ready. The second thing that we do is, and this is especially true in Europe, but we talk a lot about the use of black belts. And so black belts in the vernacular of Nordic are individuals who are either independent consultants, individuals or boutique consulting firms that have highly specialized expertise in a given area.

And in Europe, we have this network and we have some events to keep them up to speed and really seek to cultivate those relationships. Because the fact is I can't solve for... I don't know everything and I know that I can't. So those resources can be highly valuable. And then I think the final thing I'll just call out is in the US we don't have that network, and I don't think we'll really seek to build it in a meaningful way. And so we've been quite active at reaching out to you, Sean, and your team, because in many ways you're the US black belt network that we have.

Sean Mooney:
Well, I appreciate that. And at the risk of embarrassing, it's a privilege to work with you all because we learn stuff every day. And I really liked your perspective about how you approach it. And I think so often in business and life, people will use the word or, we're going to be strategic or we'll be tactical, and you all are taking this integrated approach. We're going to bring the strategic expertise, but we're also going to bring the tactical expertise and we're going to have some of that in-house and then a lot of it we're going to use out house. And so you're creating a better whole because you always don't have to make this binary choice that I think a lot of people do. And so that's one of the things I really appreciate about your unique approach to private equity and then also value creation.

Eric Jensen:
Yeah, no, I think that's right. It is part of what attracted me to coming to the organization. I don't think I would've been particularly excited about a role, at least from my own personal experience, if you said, "Hey, Eric, are you only going to go do commercial stuff or go do product stuff?" Which is really the two areas where I've spent meaningful time in my career. I like the generalist orientation.

Sean Mooney:
I think that's phenomenal. And one of the things, maybe speaking of this integration, this and, I'd be really interesting, how do you manage this interplay between the deal teams, your PE operating executives and the portco leadership teams?

Eric Jensen:
It's complicated.

Sean Mooney:
It's the million dollar question in private equity.

Eric Jensen:
Let me make it messier before I make it clearer, which is I'll add a fourth stakeholder to that list, which is operating chairs. So that's the other thing that's really, I think reasonably unique to Nordic, which is we are a very strong believer in the power of bringing in typically former CEOs who spend meaningful time in their chair position. So not, "Hey, we're going to show up four times a year at the board meeting and hold court." But really to spend, call it a day a week in collaboration with the executive team to provide coaching counsel, steer on strategic issues. And so I've got operating chairs, deal teams, portfolio company executives, and there is a little bit of trying to figure out how to manage through that complexity that, truth be told, I'm still figuring out. So I don't think I've entirely nailed it. But a couple things that I will say with regard to deal teams, I do have the belief that operations needs to have a one team approach.

And what I mean by that is we have to be having conversations with executives that are informed by the discussions the deal team is having and are aligned. And so the last thing you want is, "Hey, Eric comes in and has these three topics to discuss, and they're not at all aligned with what the deal teams are having conversations about." So I try to spend a lot of time making sure we're in sync around priorities because these folks that run these companies, they have a day job which is not managing their investor. And so we want to recognize that that time is precious. With portfolio company leadership, here what I would say is my biggest focus is how do I build trust with these folks? And they need to believe that in working with me and in spending time with me, that that will make them more successful than they would've been otherwise.

And I don't know if you're familiar with the trust equation or if you've ever heard of this, but I'm going to leave one of them out of it, but it's credibility plus reliability plus something else divided by self-orientation. And I'm a big believer in trying to think about that as I interact with folks. With operation team members and the extended team at Nordic, I think I've already spoke a little bit about what that looks like, but I try to stay very actively engaged with. We have a pretty well-developed procurement office that is looking at all the spend data across our portfolio, has negotiated master service agreements with a number of companies that can get leveraged by our portfolio. So I got to pull him in, "Okay, we need a little bit more juice. All right, Alejandro, help me out here. What can we do?"

And so I'm trying to almost play a bit like a quarterback to make sure that those resources are all aligned and in sync and that everybody's playing their part that's right for the situation. And then the last thing I'll just say about coordinating with these folks and working with all of the various stakeholders I called out, there's a bit of continually reminding myself that, and this is a recovering control addict points. Ultimately it's not the operations team's decisions that get made here. We're here in service of others. We can have points of view, we should share those points of view, we should help hash them out. But Jeff Bezos has this disagree and commit notion, which is like, "Hey, call out what you're thinking and then don't debate it ad nauseum. And once a decision made, you got to get on the bus and move with it." And so that's I think an important mindset to bring to the job.

Sean Mooney:
Yeah, I love that. And one of the things that I am taking away and actually writing notes on the side on this is this whole concept that you bring up of first you need to have trust and you need to have alignment. And that's true not only within private equity in this multifaceted symphony of motion that's happening, but also it makes me think about just where I am on my entrepreneurial journey. And that even within companies, you want to silo and people want to do their own things and you have to have disagreements, but you also have the commitment.

And so what you're saying, the way that you are approaching it is I'm thinking about in where the future of private equity going is you're running a private equity firm in some ways like a larger whole where the portfolio company, the private equity firm, their various constituents are broadly aligned in building trust as a larger whole in itself as the business of private equity is becoming a business, but you're giving people at the operating company level to free will to create truly differential businesses and you let them to call their shots at the same time. So I think that it's really forward-thinking and I think where the future of private equity is going for sure.

Eric Jensen:
Yeah. Yeah. Look, I think I would agree with everything that you just said there. And I think the power and the model is that at the end of the day, everybody's largely solving for the same things. We know we're all looking to create value, but the nature of everyone being in slightly different organizations or seats can sometimes create some friction and some of that friction's quite healthy, but when things get tough, the only way to really work through those is if you've built trust with the people that you're working with. So anyway, maybe I'm sounding like a bit of a softie here, but I think it is notable that much of the conversation here hasn't been particularly focused on, hey, this tool or this best practice or whatever the case may be, those things are all of course important, but I don't know that they're as foundationally important as some of the things we've talked about.

Sean Mooney:
Yeah, I view it as almost like making a meal. When there's a couple of people in the kitchen who all know what they're doing. It's not always pretty while you're making it, but the end result, it usually tastes pretty good.

Eric Jensen:
Exactly right.

Sean Mooney:
I'd be curious, Eric, you have one of these rare perspectives, not only from just seeing all the facets of consulting and operating and PE, but also through Nordic, you get this lens of US PE and Europe PE. As you look at the different approaches, where do you see some of the similarities and maybe some of the distinctions between the approaches?

Eric Jensen:
Yeah. Well look, it's interesting. I think it's, first off, it's worth saying this is my first gig in private equity, so I don't have five data points to tell you compare and contrast. Now having said that, I do have a couple of impressions just from talking to other people in the private equity community and certainly my own experiences within Nordic. Let me start with the thing that's very clearly the same between US and Europe private equity, which is we're performance focused and performance driven. But maybe how we get to performance I think sometimes will vary by shades or by degrees. And what I would say culturally within our firm, what we try to do is we try to take a very collaborative approach to engaging with our portfolio company executives. And maybe the other way to say that is, look, I hear a lot within private equity, "Hey, we've got this playbook, it's 128 pages and thump, we're going to drop it on a company we invest in."

I think our orientation is not a hundred percent of any given playbook we might have will apply for a given investment. And so we want to start with collaboratively building a VCP plan with those executives. And some of those things on that list are not going to be things that we have a playbook or expertise or whatever the case may be. But we have to, back to the point on trust, we have to trust that the people that we have in those seats running those organizations are directing their energy and focus to the things that matter most. Now, having said all that, we do have points of view on what best practice looks like, and part of my job and responsibility is to surface and elevate those things that I know are working at other portfolio companies and make sure that a company that's not doing those things really is both aware of it and strongly considers pursuing it.

So as an example, we do have pretty strong points of view on what good revenue operations looks like to just drive a commercial engine. And I tend to be, I'll say unapologetic in saying, "If you are not doing X, Y, Z, why not? And how do we accelerate and get that started?" So maybe just the summary point that I would make here is on the spectrum of, "Hey, we've got this playbook go forth and execute," and the other side of the spectrum of, "Hey, here's our phone number, call us if you need help," we are really trying to walk a fine line in the middle ground between those two approaches in a way that's viewed as value added by our portfolio company executives.

Sean Mooney:
I think that's a great approach, and we all reflect on things and certainly I do, so often it's easy to get caught in the world that I always go back to this and versus or, and we're going to be at one pole or the other. And so often the truth lies somewhere in between and like your perspective on you can have common principles, but custom execution in terms of how do you get it right? It doesn't have to be or, this or that. It's usually somewhere in that middle. So I think that's a great approach that certainly I'll take back from this conversation, even as I think about our own business because the world's not binary.

Eric Jensen:
That's right. Absolutely right.

Sean Mooney:
So Eric, one of the things that I think most people, if you ask people who knew me back in the day, I was a work in progress and I-

Eric Jensen:
I still am.

Sean Mooney:
I was going to say, and I am a work in progress, particularly if you ask people who know me today. But I've always been one of these people that you never cross the finish line and the day you do, you didn't know that the next race already started. And so if I could go back to my prior self and even look back of, wow, I missed all these races because I didn't know they started, I wish I knew this then, what would be one of the things if you were to look back to the younger Eric Jensen pre Thor days and say, "Young Eric, this might be something that you should listen to,"?

Eric Jensen:
Yes, this is a good question. So maybe very much in the spirit of my ex-consultant tendencies, ask me to give you one thing and I'm going to give you three. So everything has to be in threes, so I'll call out three things. The first is practice rule number six. So I learned about rule number six from this book called The Art of Possibility by Ben Zander, who orchestrates various symphonies. And the essence of rule number six is don't take yourself too seriously. In my consulting days, I absolutely took myself too seriously. I thought every meeting, every client situation was a very high risk situation, and I entirely overestimated both my own importance and the importance of what I was necessarily working on at the time. In my entrepreneurial days, I probably took that even further in terms of viewing everything as life or death.

Is this company going to make it? Is this decision going to make or break where we head? And in PE, it's a risk that you take everything very seriously given looking at the numbers all the time and saying, "Where is this going?" But look, life is more fun if you don't take it seriously and it's better mentally to not ride the roller coaster if you can avoid it. So that's thing one. Thing two is keep reading. So I was a voracious reader when I was a child through high school, went to college, and then when I went out into the professional world, I stopped reading. I just stopped. I didn't read anything outside of work materials. And around when I turned 40, I know I'm now dating myself, I decided to really pick back up reading and took the orientation of, "Hey, if anybody recommends a book to me, I am just going to buy it immediately."

It's easy enough on Amazon, click of a button before the conversation is over to make that happen. And so a couple of, you'll probably notice some themes here, but just I'll call out a couple genres I spend time on. So stoicism is one area of interest with Ryan Holiday, who's got a variety of books in this area, particularly interested in human behavior. And Robert Green has written a number of fascinating books, 48 Laws of Power, the Laws of Human Nature, the Art of Seduction, lots of books in that category.

In the category of history and human evolution. Yuval Harari has written some amazing books about humanity. Sapiens is just probably a top three book for me. And then lastly, in the category of productivity and resilience, actually a former colleague of mine from McKinsey, Brad Stolberg, is just a great writer and most recently published a book called Master of Change that I'm working my way through. So keep reading. And then my final point, and I'll be way more short here with this one, Sean, become a bit verbose, but maybe just, I would tell myself that careers aren't linear and it's probably fair to say that they're happy accidents and so enjoy the ride. And certainly enjoying the ride where I am today and have been glad to talk a bit about it with you here today on this podcast.

Sean Mooney:
I think those are all great piece of advice, not only for your former 22-year-old self, but for the current version of Sean Mooney here. So on the side, I'm writing these down, and it's so true in that it's so easy to get caught with these blinders on and you're just running. And I've actually, within our company, I've assigned team members these opportunities. You got to remind me, we got to give hugs and smell the roses just because it's so easy to just get trapped, particularly for people who have this high achiever gift, but also sickness.

Eric Jensen:
Yes.

Sean Mooney:
And then the book thing. I was just at lunch with a couple of guys who had moved from the New York area to Nashville the other day, and we just started talking about the books we're reading. And afterwards, we all followed up and we sent the links to the books and the same thing you said, just hit it on Amazon. So I think I have about 10 books on my side table, all of which are about a third read right now.

Eric Jensen:
Well, I need the links. I need the links. Send them my way.

Sean Mooney:
And so I think these are great pieces of advice. I've learned a ton. I've got a mini MBA here. So Eric, thank you, thank you, thank you so much for spending the time and sharing your wisdom and insights here with us today.

Eric Jensen:
Absolutely. Sean, thank you for inviting me on the program. Really appreciate it.

Sean Mooney:
Absolutely

Special thanks to Eric for joining. If you'd like to learn more about Eric and Nordic Capital, please see the episode notes for links. Please continue to look for us anywhere you find your favorite podcast, including Apple, Google, and Spotify. We truly appreciate your support. If you like what you hear, please follow, rate, review, and share. It really helps us when you do this, so thank you in advance. In the meantime, if you need to be connected with the world's best in class, private equity grade professional service providers, independent consultants, interim executives, or anything else, give us a call or visit our website at bluwave.net. That's B-L-U-W-A-V-E, and we'll support your success. Onward.

Private equity insights for and with top business builders, including investors, operators, executives and industry thought leaders. The Karma School of Business Podcast goes behind the scenes of PE, talking about business best practices and real-time industry trends. You'll learn from leading professionals and visionary business executives who will help you take action and enhance your life, whether you’re at a PE firm, a portco or a private or public company.

BluWave Founder & CEO Sean Mooney hosts the Private Equity Karma School of Business Podcast. BluWave is the business builders’ network for private equity grade due diligence and value creation needs.