Latest news with #valueCreation
Associated Press
4 days ago
- Business
- Associated Press
INVESTOR GROUP SERVICES (IGS) APPOINTS MATT UMSCHEID AS CEO
BOSTON, May 28, 2025 /PRNewswire/ -- Investor Group Services (IGS), a leading private equity consulting firm specializing in value creation, portfolio optimization, and due diligence advisory, is pleased to announce that Matt Umscheid has been appointed Chief Executive Officer (CEO). Most recently, he served as CEO at Nuvem, a pharmacy services and technology company, where he led a significant transformation effort positioning the business for long-term, sustainable growth. Prior to this, Matt was the CEO at Envysion, a Video SaaS company, which was acquired by Motorola Solutions. He also held multiple senior leadership roles at LogistiCare and Providence Service Corporation (now known as Modivcare), a diversified healthcare and human services company. Matt spent the first 12 years of his career in consulting at Arthur D. Little and then L.E.K. Consulting, advising large corporate organizations, middle market companies and private equity firms on strategy, operations, and M&A transactions. He then spent nearly nine years at Parthenon Capital as a senior resource team member working closely with investors and CEOs on due diligence and post-investment value creation initiatives across Parthenon portfolio companies. 'I am thrilled to join IGS during this period of strong momentum and opportunity,' said Matt. 'With an outstanding team, a reputation for excellence, and a clear focus on creating value for investors and management teams, I see enormous opportunity to build on our strengths and expand our impact.' Founders Mindy Berman and Rob Lordi shared their enthusiasm. 'Welcoming Matt marks an exciting new chapter for IGS,' said Mindy Berman. 'His strategic leadership and depth of experience make him the right person to lead the firm into its next stage.' Rob Lordi added, 'We're excited to partner with Matt to accelerate IGS' growth and continue building a market-leading platform.' 'We enthusiastically welcome Matt as the new CEO of IGS,' said Rob Zielinski, Managing Partner at Interlock Equity. 'Matt brings a strong track record of leadership, a proven ability to drive growth, and a deep alignment with the company's culture. We are confident he will create lasting value for IGS' clients, employees, and stakeholders.' About Investor Group Services (IGS) IGS provides commercial due diligence, portfolio value creation, and strategic advisory services to private equity firms and their portfolio companies. These groups rely on IGS for strategic insights, market intelligence, and research prowess to inform critical investment and strategic decisions. For additional information, please visit About Interlock Equity Interlock Equity is a Los Angeles-based private equity firm dedicated to partnering with leadership teams of knowledge-based businesses. Since its founding in 2021, Interlock has built a strong track record of supporting passionate entrepreneurs whose companies provide mission-critical services aligned with long-term growth trends. Working collaboratively with management teams, Interlock delivers strategic and operational guidance to help businesses navigate the complexities and opportunities of rapid expansion. For additional information, please visit View original content to download multimedia: SOURCE Investor Group Services
Yahoo
22-05-2025
- Business
- Yahoo
EQT hosts Capital Markets Event - Value creation through the lens of EQT's portfolio companies
STOCKHOLM, May 22, 2025 /PRNewswire/ -- Today, EQT will host a Capital Markets Event in London. The presentation will be available on the EQT Group website's Shareholder Relations tab at 1:00 pm BST. We will explore EQT's thematic investment focus, repeatable value creation toolbox, and governance model through the lens of several of EQT's portfolio companies: IFS, Reworld, Nord Anglia Education, IVC Evidensia, WS Audiology, and Credila Financial Services. In addition, EQT Industrial Advisors Kate Swann, Dorothy Thompson, and Jonas Person will reflect on their roles and the importance of EQT's governance model. The day will be hosted by EQT's newly appointed CEO & Managing Partner, Per Franzén; the Heads of the Private Capital and Infrastructure business lines; and EQT's Shareholder Relations team. It will conclude with a fireside chat between EQT's Founder & Chairperson Conni Jonsson and Bloomberg TV Anchor Kriti Gupta at around 5:00 pm, followed by a drinks reception. Contact Olof Svensson, Head of Shareholder Relations, +46 72 989 09 15EQT Press Office, press@ +46 8 506 55 334 This information was brought to you by Cision The following files are available for download: PR 22 May - London Capital Markets Event EQT PowerQ View original content: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Harvard Business Review
08-05-2025
- Business
- Harvard Business Review
5 Actions to Enhance Shareholder Value in M&A Deals
By and Matthew McGonegle Despite the high cost of capital and a slew of macroeconomic uncertainties, more than 70% of the most confident global chief executive officers (CEOs) are betting on a mergers and acquisitions (M&A) comeback in 2025. But to escalate value creation and total shareholder return (TSR), businesses may need to fundamentally change the trajectory of their enterprise strategy. Enterprise strategy shapes a company's M&A approach Business school teaches the fundamentals of strategy. The CEO and the board lead enterprise strategy to achieve significant change, using various pillars, programs, and initiatives to drive TSR. Yet we still hear about frequent disconnects from the enterprise strategy up, down, and across organizations. Our work on thousands of M&A deals reveals five actions that deal teams can take to improve their outcomes: 1. Create a strong, strategic gameplan. 2. Allocate capital based on the enterprise strategy, backed up by data. 3. Use artificial intelligence (AI) for competitive advantage. 4. Tap the deal team's knowledge. 5. Communicate the deal thesis early. Action 1: Get your strategic gameplan on. Best-in-class strategy and business teams constantly have their fingers on the pulse of their growth drivers. They prepare for each year with a plan to capture growth through organic means, such as new products and new and existing customers, and inorganic means, including M&A, joint ventures, and strategic alliances. This strategic plan informs most M&A decisions and should help break any deadlocked decisions when opportune deals land on the corporate development team's desks. Capital allocation Many companies are capable of developing their strategy, and numerous business units are competent at creating investment cases for their programs and initiatives. However, these companies may still experience challenges when linking strategies and opportunities together. An effective capital allocation strategy incorporates the enterprise strategy and helps decision-makers plan, select, manage, and evaluate investment opportunities. Action 2: Allocate capital based on the enterprise strategy, backed up by data. Within the context of M&A, this means having a fact-based and data-driven approach to the volume, type, and focus areas (market, product, geography) for your planned deals within a given timeframe. Opportunistic transactions will pop up, and when they do, decision-makers should prioritize deals with a balanced scorecard of financial metrics, such as capital requested, return on invested capital (ROIC), internal rate of return (IRR) and revenue, as well as non-financial factors, such as strategic importance, customer satisfaction, and business continuity risk. Deal sourcing Effective acquirers constantly develop and refresh a strong pipeline of targets through various means. Yes, it helps to have strong relationships with investment banks who know your sector and know which assets are on the market. But your organization's business leaders know the business best. The business unit presidents of effective serial acquirers identify early potential targets and use their relationships to bring the opportunities to corporate development. Action 3: Use AI to get a leg up. To stay competitive and maximize acquisition potential, leading deal teams are increasingly turning to AI as a strategic tool to enhance their deal sourcing and improve efficiency and effectiveness. Specifically, AI can: • Analyze market trends • Identify promising targets • Forecast outcomes • Map relationships • Assess sentiment • Provide automated alerts • Streamline due diligence • Facilitate collaboration Companies can use AI tools, such as EY Competitive Edge, to accomplish these tasks. Action 4: Tap into deal team expertise. Deals can commence in various contexts, such as market expansion, technology acquisition, or strategic partnerships. To develop transaction strategy, use the brain trust of the deal team and advisors to navigate the complex journey, from initial target communication through valuation, negotiation, and final bid. No detail is too miniscule with sequencing, planning offers and counteroffers, and aligning roles and responsibilities. These tactics help streamline the process and limit resistance, contributing significantly to the success of the deal. Preliminary analysis While valuation, business modeling, and benchmarking are fundamental, business leaders should not overlook their importance. The preliminary analysis is critical in verifying the contemplated deal will lead to the value creation and TSR that the enterprise strategy is designed to achieve. In addition to effective analysis rooted in data—and not in the emotions of any executives who might want the deal to happen—this early stage is when integration leaders should be brought into the fold. Action 5: Communicate the deal thesis early. Clearly documenting the investment thesis, value drivers, integration strategy, and resourcing is a leading practice that can help expedite the subsequent phases of the deal journey after a letter of intent is signed, diligence commences, transaction documents are signed, and the deal is closed. By taking these strategic actions early in the deal lifecycle, companies can confidently execute their M&A strategies and their enterprise strategy, enabling value creation and increased TSR. The companies that wait on these areas risk missing out on valuable time to quickly realize value and eroding the deal value post-close.
