Private equity and venture partners
I own the company
DRAFT FOR RUSSELL TO APPROVE
You cannot underwrite heroes.
- You own
- The return.
- It rides on
- Growth that does not depend on heroes.
MISSING
an owner's words. The deck has no owner quote. Russell supplies.
What you are actually underwriting
MISSING
the owner's scoreboard, a lead line and three measures. Russell supplies.
Where it usually breaks
MISSING
Russell supplies.
Your sellers
14%
of sellers generate80% of new revenue.
A few of your market-facing people carry the message. The rest leave money on the table in every conversation.
EBSTA × PAVILION, 2025 GTM BENCHMARKS
Predictable Growth, Not Heroic Growth →Your buyers
86%
of B2B purchases stall during the buying process.
A slice of your ICP maps your capabilities to their problems, with conviction, on their own. You'll run out of them.
FORRESTER, STATE OF BUSINESS BUYING, 2024
GTM Strategy That Survives Market Interaction →MISSING
the third break in the owner's metrics (capital deployed against a market model nobody has signed). Russell supplies.
Where people in your seat start
MISSING
the sentence an owner said. Russell supplies.
Structured interviews across leadership and every go-to-market function, reduced to the few initiatives that move the needle. A day, a week or a month.
MISSING
the sentence an owner said. Russell supplies.
For the leadership team rather than the field: the alignment conversation about what you sell, to whom, why it matters and why you win.
What becomes true
Every one of your people brings their own style to the same rigorous structure and the same message, so growth is not a matter of who showed up.
We agree the leading-indicator behaviors up front and measure them from the first week, so you see it working before the revenue moves and nobody changes course early.
MISSING
the third line, on the owner's scoreboard (key person dependency, including on Russell, leaving the company). Russell supplies.
The numbers
THE RECORD · AN APPLICATION BUSINESS FROM $2.6M TO $14.1M · A DISTRIBUTION BUSINESS FROM $45M TO $77M AS BUSINESS UNIT EXECUTIVE · A COMMERCE BUSINESS FROM $324M TO $394M AS CMO
One engagement, from your seat
Michelle Demarco, CFO, enVista
“My role in that was to help - my team would do the analytics as we went through what a TAM, SAM, SOM process looked like... getting down to the amount of clients we had the right to win. And then taking that to do our projections for a strategic plan, which we utilised in our transaction where we worked with J.P. Morgan to try to sell the company.”
What you are probably asking
How you will know it is working, before the revenue moves.
Behaviors weekly. Leading indicators quarterly. Revenue last.
Behaviors, weekly. Open questions asked. The hypothesis carried inside the question. The problem framed before the solution. Facts validated by the buyer rather than assumed. Scored on recorded calls against a rubric, not on a manager's gut feel.
Leading, quarterly. Stage conversion for the coached cohort. Deal size. Cycle time, including time to qualify out. Net new deals per rep. These move first, and they move long before the board sees anything.
Lagging, twelve to twenty-four months. Win rate, sales productivity, retention and expansion. Where your board looks, and the last place a change in behavior ever shows up.
MISSING
the two objections an owner raises first. Russell supplies.
MISSING
Russell supplies.
Start small. See whether it is real.
Start a conversation