Max Gasumyants’ Post

“Our purpose is #progress. And our aim is to enable progress by removing the friction that exists for global businesses.” - jonathon Clifton, Global Head – Entity Platform & Incorporations of VISTRA. After completing dozens of acquisitions, Jonathan is now launching a Global Entity Management Platform to disrupt the corporate services industry. Read all about how providing #optionality can be a #gateway to countless other corporate services. Only here at The CEO Magazine Global 👉 https://lnkd.in/gw9Zj_98 #theceomagazine #inspiringthebusinessworld #leadership #business #leaders

Last week we hosted our first "Partner Fest" event at corporate HQ in Tampa. The event brought our Advisory Council to our colleagues to increase understanding of life as an MSP, opportunities for improvement, and how relationships are critical to our mutual success. It was a huge success. I facilitated a fireside chat for "Empire Builders in Hypergrowth." The panel included C-level executives from four PE-backed platform companies. Here are five takeaways from what we heard. 1. Approach: Each PE firm and MSP has a unique approach to growth and acquisitions, with some focusing on finding MSPs that want to continue growing with PE backing, while others look for MSPs where the owner wants to exit. 2. Opportunity: Joining a PE-backed firm can lead to increased job opportunities and training for employees, but also brings heightened pressure to meet growth targets and a new level of accountability. 3. Leadership: As MSPs scale, they often outgrow the skill sets of their original leadership teams, necessitating difficult decisions to replace or reassign these individuals, which should be handled with empathy and respect. 4. Time to Value: Speed is critical in the PE world due to the time-limited nature of their investments, requiring MSPs to adapt to a faster pace of decision making, execution, and value. 5. Community: The MSP community plays a vital role in the success of individual MSPs - whether small or large - and the industry as a whole, providing support, advice, and opportunities for collaboration and learning. Thank you Michelle Jaeger, Clay Ostlund, Christopher Luise, and Kevin Blake for serving as go-giver panelists (apologies for not taking a photo of our good looking panel 😉). Thanks also to Tony Thomas, Susan Sawyer Rhodes, Arlin Sorensen, Brad Schow, Peter Sorensen, Nick Moran, Michael Zornow. #LFG #ITNation

Beyond the M&A Fanfare: Unveiling the Stealthy Cost of Missed Opportunities The M&A landscape gleams with the allure of headlines touting "synergy" and "dominance," where champagne corks fly and exuberance reigns. But beneath the celebratory veneer lurks a silent, calculating adversary: opportunity cost. It whispers in the background, a crucial voice reminding us that with every chosen path, others remain unexplored, their potential value forever veiled. In the intricate world of M&A, opportunity cost manifests as the potential value you surrender by pursuing one deal over another, or by prioritizing an acquisition over internal growth initiatives. Imagine standing at a crossroads, each path leading to a distinct vista of success. One may be grand and imposing, yet a hidden trail winding behind the imposing peak could offer a more strategic, high-growth haven. Here's how opportunity cost can subtly cast its shadow in the M&A arena: The Big Fish Dilemma: You land the coveted "trophy acquisition," but miss out on a nimble, fast-growing target that aligns perfectly with your long-term strategic vision. Internal Growth Neglect: Resources and attention become consumed by the complexities of integration, leaving promising organic growth initiatives, rich with potential returns, to languish on the sidelines. Distracted Leadership: The C-suite gets entangled in the intricate web of deal complexities, losing sight of the broader market landscape and missing pivotal opportunities that could have transformed the game. The Synergy Mirage: The promised synergies fade like desert mirages, leaving you staring at a missed chance to pursue alternative, more value-creating avenues that remained unconsidered. #M&A #opportunitycost #finance #FinanceLearning

Last night's ACG 101 - Association for Corporate Growth 101 Corridor - (this is the San Fernando Valley branch) event on M&A Private Equity Panel was outstanding. Four #𝗽𝗿𝗶𝘃𝗮𝘁𝗲𝗲𝗾𝘂𝗶𝘁𝘆 leaders made up the panel and discussed 👉deal trends, 👉the outlook of Private Equity 2024 into 2025 (encouraging) 👉some of the ways in which they are working with businesses in increasing value for exit, 👉ways in which they are sourcing businesses for their portfolios, and 👉some of the big challenges portfolio companies are facing. With deal opportunities so tight, and dry powder high, our panelists say 𝙣𝙤𝙬 𝙞𝙨 𝙖 𝙫𝙚𝙧𝙮 𝙜𝙤𝙤𝙙 𝙩𝙞𝙢𝙚 𝙛𝙤𝙧 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙤𝙬𝙣𝙚𝙧𝙨 𝙩𝙤 𝙨𝙚𝙡𝙡 - 𝙞𝙛 𝙩𝙝𝙚𝙮 𝙖𝙧𝙚 𝙥𝙧𝙚𝙥𝙖𝙧𝙚𝙙. This is the part that caught my attention: What are portfolio companies biggest challenges making them un-ready for sale?: 𝟭. 𝗧𝗮𝗹𝗲𝗻𝘁 𝗔𝗰𝗾𝘂𝗶𝘀𝗶𝘁𝗶𝗼𝗻/𝗡𝗲𝘄 𝗧𝗮𝗹𝗲𝗻𝘁 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 (dearth of good talent) 𝟮. 𝗣𝗿𝗶𝗰𝗶𝗻𝗴 𝘂𝗻𝗰𝗲𝗿𝘁𝗮𝗶𝗻𝘁𝘆 - portcos struggle with how to price their products properly for optimum performance. 𝟯. 𝗦𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻 𝗶𝘀𝘀𝘂𝗲𝘀. 𝟰. 𝗢𝘄𝗻𝗲𝗿𝘀 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗯𝗲 𝗺𝘂𝗰𝗵 𝗯𝗲𝘁𝘁𝗲𝗿 𝗮𝘁 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 𝗮𝗻𝗱 𝘀𝗰𝗼𝗿𝗶𝗻𝗴. (ex. job scoring) 𝟱.𝗪𝗲𝗹𝗹-𝘁𝗵𝗼𝘂𝗴𝗵𝘁 𝗼𝘂𝘁 𝗽𝗹𝗮𝗻𝘀. Too many owners don't have specific plans for all functions of their company. 𝟲. 𝗖𝗘𝗢 𝗗𝗼𝗺𝗶𝗻𝗮𝘁𝗶𝗼𝗻/𝗻𝗼 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗶𝗼𝗻 𝗽𝗹𝗮𝗻 One of the highlights for me was running into a former client (from 9 years ago) and learning of her promotion and seeing her advanced success! I also got to hang out, up close and personal with zoom networking buddies (Scott Robinson) and my Vistage Chapter fellow member Joseph Kim, CBPA It was outstanding networking in real life again, with some top professionals in the M&A space. #Mergersandacquisitions #privateequity #VistageLosAngeles

The Journey of Michael and Parker: A Tale of Growth, Collaboration, and Excellence In the early 80s, against the backdrop of the newly independent United Arab Emirates, Michael & Parker Business Solutions emerged as a pioneering entity, offering core services across Asia under the stewardship of its sole proprietor. As the years unfolded, the landscape of the company shifted dramatically, commencing a new era of diversification and expansion. The pivotal moment came in 2000 when the owner, recognizing the potential for growth and innovation, took the bold step of inviting seasoned professionals and experienced individuals to join forces, transforming Michael & Parker Business Solution into a collaborative endeavor. Thus, from its humble beginnings, the company evolved into a alliance of seven partners, each bringing a unique blend of expertise and perspective to the table. With this collective vision in mind, the partners set out to craft a comprehensive framework comprising a visionary statement, a mission statement, defined objectives, and core values. This foundational document served as a guiding light, shaping the trajectory of the company and anchoring its efforts in a shared ethos of excellence and integrity. Central to the success story of Michael & Parker Business Solutions was the ascension of Muntazir Haider, a dynamic and visionary leader, who emerged as the driving force behind the company's operational endeavors. Endowed with a youthful passion and an unwavering commitment to realizing the company's potential, Muntazir Haider assumed the mantle of the operating partner, earning the trust and admiration of his peers. Under his leadership, Michael & Parker Business Solutions embarked on a trajectory of unprecedented growth, expanding its footprint across three continents and spanning over 20 countries. This remarkable journey was fueled by a relentless pursuit of excellence, coupled with a spirit of collaboration and innovation that permeated every facet of the organization. Today, as Michael & Parker Business Solutions stand on the threshold of yet another milestone, the applause and recognition they have earned serve as a testament to their unwavering commitment to excellence. Yet, far from resting on their victories, the company remains steadfast in its resolve to push boundaries, innovate relentlessly, and chart new frontiers of success. In essence, the story of Michael & Parker Business Solutions is not just one of corporate success, but a testament to the transformative power of collaboration, vision, and unwavering dedication to a shared purpose. As they continue to write the next chapter of their journey, one thing remains abundantly clear: the best is yet to come for Michael & Parker Business Solutions. #MichaelandParker #MNP #GoldenGlobeAwards2024 #Global #Recognition #kualalumpur #Malaysia #BestOutsourcing #Awards #GoldenGlobeAwards #Achievement #Agency #HR #HumanResource #Management #Solution

“We are private and proud,” states Donald E. Morris, Chairman and CEO of Morris Group International. Morris believes fervently in an alternative legacy in an age of publicly traded companies. By retaining family ownership, he nurtures innovation and talent often disrupted through corporate transitions. Read our latest blog to learn more! #AmericanManufacturing #CommercialPlumbing #FacilitiesManagement #Specifiers #ManufacturingEngineering #Manufacturing #ConstructionMaterials #Construction #Contractors #FacilitiesMaintenance #MGIWithoutLimits #EntrepreneurialSpirit #ChasingTheDream

We recently sat down with Tony Brindisi, Managing Partner of @RTC Partners, to discuss critical topics such as value creation, talent management, and exit strategies. Tony emphasized how value creation is now a top priority for independent sponsors. Gone are the days of mere financial engineering; today's success hinges on revenue growth, margin improvement, and robust corporate infrastructure. Tony shared that RTC Partners thrives by combining strategic acquisitions to drive organic growth and leveraging economies of scale to enhance margins. He also highlighted the importance of securing the right leadership early, understanding value drivers, and aligning incentives for a successful exit. For more insights from Tony Brindisi, read the full interview here: https://lnkd.in/e3HY6_jU #PrivateEquity #ValueCreation #Leadership #IndependentSponsors #BusinessGrowth

Predictably, the FTC sues to stop the Albertsons - Kroger merger... The FTC case is based on "fears" not facts, fears that the merger will lead to higher grocery prices. These "fears" stem from the old discredited "exploitation" narrative and are an assault on the free market, property rights, productive companies, and consumers. In reality, economies of scale from the merging of two highly innovative and productive companies yields enormous benefits for the companies involved and their customers. Growth and mergers are part of the competitive process, and as Kimberlee Josephson, notes, “A mega company would equip Kroger to compete with the likes of Walmart.” "In the name of preserving competition, the efficient competitive process has itself been impeded by antitrust intervention." -Dominick Armentano https://lnkd.in/eaBzrzSm --- RECOMMENDED READING The concerns expressed by the FTC are thoroughly documented, examined and refuted in the two books below. Antitrust: The Case for Repeal - Dominick T. Armentano The Abolition of Antitrust - Ed. Gary Hull #FTC #Antitrust #Economics #Albertsons #Kroger

Boardroom cont. 2 #balancedleadership With the crisis averted, the negotiations entered a new phase—one marked by a sense of camaraderie forged in the crucible of adversity. Victoria and Alexander, once cautious adversaries, now shared a mutual respect that transcended the boardroom dynamics. The strategic alliance, once a distant possibility, evolved into a powerful force that promised to reshape the industry landscape. The terms of the alliance were finalized, outlining a collaborative framework that played to the strengths of both companies. Each organization retained its autonomy, yet they committed to shared goals, joint ventures, and cross-pollination of ideas. The power dynamics within the alliance were carefully balanced, with Victoria and Alexander at the helm, steering the ship towards uncharted territories.

A silent, seismic shift has dramatically altered corporate ownership and business governance globally. From 1996 to 2015, the number of publicly traded companies in the United States alone dropped nearly 50%. Some of this ownership shift includes failure of firms or acquisition of firms into larger conglomerates (either domestic or foreign), but much of the de-listing shift comes from publicly traded firms becoming private. A major catalyst for this shift has been private equity firms, which take companies private and incorporate them into their own portfolios. The types of private equity firms and the approaches to managing these firms has evolved over the last 40 years through three general phases. While in the first two phases, PE firms turned around the companies they acquired, we believe that in the newest phase the PE firms themselves are also being transformed