Private equity firms thrive on identifying value and accelerating returns—but growth often hinges on more than cost-cutting or operational efficiencies. Branding, go-to-market execution, and commercial excellence are increasingly central to value creation. Firms that embed sales and marketing transformation early in the holding period can unlock new revenue streams, improve EBITDA, and enhance exit multiples.
What are the opportunities and challenges for the industry?
There's a growing opportunity for PE firms to differentiate through active commercial enablement, especially in sectors where growth, not just margin, drives valuation. Yet many portfolio companies lack modern GTM systems or have underinvested in marketing and sales infrastructure. Integrating these levers post-close can be complex, especially across diverse management teams and market models. Without a repeatable approach, firms risk slow traction and value leakage.
What can business leaders do to build value?
PE operators and portfolio leaders should prioritize go-to-market alignment alongside operational improvement. This includes refining market segmentation, clarifying brand positioning, strengthening demand generation, and introducing sales performance metrics early in the hold. Structured marketing and sales programs can shorten time-to-value, improve retention, and make growth more predictable—raising both topline and terminal value.
Strategy
Building a brand that reflects your business and resonates with your audience can be difficult.
Execution
Executing effective marketing and sales strategies that convert leads into sales can be demanding.
Performance
Targeting the right audiences and getting the best results can be challenging.
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