Sean Carson
speaker
150 appearances
2 recordings
1 series
first heard Mar 2025
last heard Apr 2025
Sean Carson’s voice in public audio — every appearance, attributed to the second.
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Yeah, thanks so much, Scott, and thank you all for joining us today. We're excited to chat a little bit more. As Scott mentioned, I'm an executive within the organization. We are a growth services firm, and we use that terminology intentionally. Everything we do is designed to help accelerate organic revenue and top-line growth for businesses.
where we found ourselves highly concentrated was working over the past several years with a lot of mid-market organizations who had financing through private equity partnerships. And so we've established ourselves as a trusted advisor and partner to over 35 firms today and growing really to help drive efficiency in commercial organizations. And so excited to chat with you today and
answer any questions, share a little bit of perspective and what we're seeing based on the number of businesses that we're working with and some of the challenges and successes that we're having along that journey.
Yeah, it's critically important. And this culminated around the same time that we started to see significant run-ups in interest rates. And so as you imagine, those of you who are involved with or oriented to the private capital spaces, that has a direct impact on how businesses can operate and the freedom to fund strategic and growth initiatives.
So there's an old saying like revenue solves a lot of problems. When you think about maximizing enterprise value, you can do that two ways. You can increase organic top line, or you can go buy and bolt on and build bigger businesses.
And many organizations look to execute both, but there's definitely a priority on the organic top line because it's generally speaking when done correctly, the most capital efficient approach to increasing enterprise value for an organization. Less risk. Integrations always carry risk. There's certainly other components that are challenging with respect to M&A.
And so what we tend to do is help our organizations, clients, and partners really, really get smart and focused on sufficient ways to execute that top line growth strategies. And that takes a ton of different shapes, which I know we're going to talk a little bit more here in a few moments.
Yeah, I appreciate that. So my journey began over 12 years ago. I was working with a large enterprise business and we had successfully built a strategic sales channel outside of the private equity ecosystem that gained a ton of momentum. And executives at that organization had tasked a few of us across the business to come up with a thesis and where we could replicate that success.
And we started actually in the VC community. And what we learned early on is that, you know, venture capital is sufficient. You know, we're invested and involved with many, many businesses. but there was lacking some control elements with respect to where and how we could accelerate decision-making. And so we landed on private equity.
And I was fortunate to participate in a long tenure in building that practice out. And as a function of that, came across our sponsors. So a sales empowerment group is actually owned by a private equity firm called RFE Investment Partners. And
got very close to the thesis that we had built here and understood that in the delivery that we're putting forth, it's pretty low risk, high reward outcomes relative to some other areas. And so that's really a little bit about me and about the business. SEG or Sales Empowerment Group was a founder-led organization that had
organically developed, concentrated clients within a handful of private equity partners. And so when I stepped into the business, my mandate was to expand and grow that. And we're very fortunate that I think our services deliver on what we say they're going to do, but most importantly, that
tailwind of rising rates really shifted a lot of the focus back into executing organic revenue growth strategies to create value across portfolio investments. And so that's ultimately how we got to where we're at here today and the journey that we're continuing to execute against.
Yeah, that's a great question. And we could probably spend the entire session talking specifically about that. But I'll surface up a few points. I think, one, there is a tough environment for many businesses because of some of the dislocation in the past few years.
Organizations either underperformed and are now chasing to make up that lack of performance given coming out of the pandemic era, or they significantly overperformed and and now have really difficult grow over targets when the overall commercial environment has changed quite a bit as a function of some of those larger shifts in the market, interest rates rising, talent disjointment.
So we're seeing a lot of organizations looking for strategies and ways to actually execute more efficient growth And our approach to supporting that is to help people understand
Embrace new and emerging strategies and tactics, AI being one of them, looking at how they're serving their customers, both the existing client base and new customer acquisitions, but also not losing sight of fundamentals.
And more often than not, when we get involved with a mid-sized business who may just received institutional capital or they're looking to recapitalize or move from one sponsor to the next, You know, we see some areas of deficiency on fundamentals. And so it's really important to think about it just like you would in your thesis or building a house. You got to have that foundation in place.
And so there's always going to be emerging trends and technologies and they're accelerating so quickly. We use them in everything that we do today and help support our clients execute with those capabilities. But they're only as good as the foundation that they're built on. And so I think that's an important thing to pay attention to.
Yeah, it's a great question. It's first and foremost, is your commercial strategy, which is the mix of sales and marketing, is that directly correlated with the business strategy, right? And I think all of our evaluations start there. And we tend to take an inside out view of an organization. So we like to get very intimate with the management team, get a real good orientation of the business.
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