How PE-backed executives
multiply a P&L.
Corporate experience teaches you to manage one. PE ownership demands you multiply it — under board pressure, on a compressed clock, with the margin for error measured in quarters. Twice a month, from a principal, operator, and board director who has done it from all three chairs.
100+ transactions · $1B+ raised · 12+ investor boards
Subscribe freeWritten for the seat you're in — or the one you're moving toward.
The pressure looks different from each chair. The dynamics that create and destroy equity value are the same in all of them.
Executives inside PE-backed companies
You're running a portfolio company and answering to a sponsor and an investment committee on their timeline.
Directors and advisors
You sit on investor boards and want a wider read on value creation than any single portfolio gives you.
Operators moving toward PE
You've built the operating record. You want to understand how sponsors evaluate people like you before you're in the room.
Two issues a month, on the things that decide outcomes.
Value creation mechanics
The levers that move EBITDA — working capital, conversion rates, cost structure, integration — with the math attached.
Board dynamics
How PE boards run, where governance blurs into operations, and what that ambiguity costs when results miss.
Sponsor expectations
What the GP is solving for, how it shifts by hold-period year, and how to manage the relationship rather than react to it.
Positioning and access
How operators get evaluated and introduced in a market that fills most seats before they're ever posted.
Greg Head
- PE principal, middle-market operator, and founder and CEO of a single-family office.
- 100+ transactions. $1B+ in capital raised.
- Independent director on 12+ investor boards. Co-chair of an institutional investment fund.
- Strategic advisor to C-suite leaders inside PE-backed portfolio companies.
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