A company's three-year plan got done in 20 months after PE investment. The firm didn't dictate strategy but helped execute it faster through introductions and advice on hiring and infrastructure. Regular board meetings forced better financial discipline and clearer thinking about the business.
Chapters
and we gave them a 3-year plan, right, to get to where we are today, and we achieved it in 20 months. So when you take outside capital, you, you will give them a 3-year plan and you'll tell them how you are going to get there, and then their job is to support you with delivering that plan. So it's less that they will come in and say, right, if you do X, Y, Z, you're going to triple this, quadruple the size of the business. It's more like, right, here's the plan, let's stick to it, where can we add value along the way? So it might be with introductions, and at times they might suggest that It's, it's not, it is, it is wise to invest in L&D and in the platforms, but it's more to support us to deliver the plan that we've laid out for them.
Yeah. And, and they help from a governance perspective as well. I think being in those consistent board meetings, reflecting upon the period more than we ever did. We're so forward-looking as individuals and it's just our nature. I think working with them helped us to kind of reflect a little bit more on the why and the how, which we're obviously used to discussing now. So that when it came to, to deal number 2, we were in a much better position, probably as individuals, but also as, as a business in terms of, from a financial perspective, the governance that we've got, really understanding the value that we've got within the business, and then being able to articulate that better the second time around.
