Rob Parker

Do they bring anything to table on digital marketing or some other area to grow a business? And find the one that best aligns with you. And that part of the process really becomes critical.

Do they bring anything to table on digital marketing or some other area to grow a business? And find the one that best aligns with you. And that part of the process really becomes critical.

Yeah, communication too. I mean, I think like many things in life, good communication between the CEO and the private equity team that he or she is working with. As long as the communication is really good, really that gets in front of any issues.

Yeah, communication too. I mean, I think like many things in life, good communication between the CEO and the private equity team that he or she is working with. As long as the communication is really good, really that gets in front of any issues.

I mean, if the CEO doesn't want to be the CEO at the time they exit the business, so the new buyer is really backing somebody else, that's okay as long as there's enough time to prepare for it.

I mean, if the CEO doesn't want to be the CEO at the time they exit the business, so the new buyer is really backing somebody else, that's okay as long as there's enough time to prepare for it.

and that's that's true really when it comes to succession planning how long ceo wants to be there as long as you're communicating well with the private equity firm there's no surprises time to prepare anything anything can be accepted and that's what i said to cortec and i just told the team i said look

and that's that's true really when it comes to succession planning how long ceo wants to be there as long as you're communicating well with the private equity firm there's no surprises time to prepare anything anything can be accepted and that's what i said to cortec and i just told the team i said look

Yeah, I mean, it's I think for a lot of people, there are a lot of different criteria for that decision. I think ultimately, even with an institution, even with, you know, in earlier in my career, I did a lot of work for big public companies, you know, Masco and and companies like that, IT, TRW and big, big companies like that.

Yeah, I mean, it's I think for a lot of people, there are a lot of different criteria for that decision. I think ultimately, even with an institution, even with, you know, in earlier in my career, I did a lot of work for big public companies, you know, Masco and and companies like that, IT, TRW and big, big companies like that.

And folks like that, private equity firms or entrepreneurs like you, I do think there's an emotional part of it. I do think there is a big part of the decision. And there's sort of the check the box stuff. You know, they will do references on former clients of ours. They'll look at what kind of valuations we've gotten. They will want to know how well do we know this sector?

And folks like that, private equity firms or entrepreneurs like you, I do think there's an emotional part of it. I do think there is a big part of the decision. And there's sort of the check the box stuff. You know, they will do references on former clients of ours. They'll look at what kind of valuations we've gotten. They will want to know how well do we know this sector?

Are we going to articulate it well? Are we going to get the story quickly? Do we have experience in the sector? All those things matter, but you probably don't even get invited to sit down and present your qualifications if all those boxes haven't already been checked.

Are we going to articulate it well? Are we going to get the story quickly? Do we have experience in the sector? All those things matter, but you probably don't even get invited to sit down and present your qualifications if all those boxes haven't already been checked.

I think at the end of the day, there's a view of who has the most conviction about why this business is valuable and who is going to go out and get me the best possible deal. And that oftentimes leads with price. But it's not just price. It's price. It's fit. It's legal terms. It's all the things that go into a deal. Who's going to go get me the best deal? And who do I trust to tell me straight?

I think at the end of the day, there's a view of who has the most conviction about why this business is valuable and who is going to go out and get me the best possible deal. And that oftentimes leads with price. But it's not just price. It's price. It's fit. It's legal terms. It's all the things that go into a deal. Who's going to go get me the best deal? And who do I trust to tell me straight?

If they don't think this is a good deal, they'll tell me. They won't tell me to just take it because it's in their interest. They'll give me the right advice. So I think a lot of it is an establishment of trust. a relationship that's been built over time, and then just who do they believe is going to do everything they can to go deliver the best possible deal.

If they don't think this is a good deal, they'll tell me. They won't tell me to just take it because it's in their interest. They'll give me the right advice. So I think a lot of it is an establishment of trust. a relationship that's been built over time, and then just who do they believe is going to do everything they can to go deliver the best possible deal.

And it's sometimes hard to define other than just you kind of know it when you see it. I think there's a big part of that still in our business today.

And it's sometimes hard to define other than just you kind of know it when you see it. I think there's a big part of that still in our business today.