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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Thanks, Scott. Thank you, everybody. Have a great day.
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Yeah, thanks so much, Scott. So Sales Empowerment Group is a growth services firm. We are private equity held by an investment partner called RFE. And one of the things that we do here is to work with other private equity-backed businesses on their value creation and execution projects.
Once a private equity sponsor buys a business, they have grand plans for that organization, implement capital to help fund growth. And so we typically work alongside operating executive teams and deal team members to support management in that journey. And we have a unique approach to that, which hopefully we'll spend a little bit more time today talking about.
Yeah, for sure. We tend to get involved with companies at all different stages of the investment lifecycle. So some of our partners we work very closely with prior to them closing a transaction to help get a better sense of the commercial opportunity, what's working well and what the potential areas of improvements are.
And then others we're working with that are already affiliated with our partners and may look to really ramp growth. And the way we can do that takes on multiple different forms, right?
It may be helping to augment some sales talent, maybe sourcing sales talent, helping on demand generation strategies and tactical execution work streams, working with the existing sales professionals and marketing team members to help better enable them and help them perform at a higher level and really everything in between. And that's why I use that term intentionally as growth services.
There's a lot of really reputable and very smart sales and marketing and commercial resources that are out in the market, we like to think we're a bit unique in that we not only help it in the advisement, but then we also help with co-execution to really drive those outcomes as efficiently as possible.
Yeah, it's a good question, Scott. And it's a, you know, our firm really focuses on the latter. We tend to spend a lot of time with first or second institutional round capital financing relationships. And you hit the nail on the head. It's generally a founder or a small team that have been responsible for carrying the workload. And as a function of this
capital infusion, how do they take what those individuals and those teams have done so well and make it repeatable and scalable? And that's ultimately where we tend to spend a lot of time. So it's not uncommon for us to get involved with a founder-led business and to work with them on replicating the types of things that they do just
innately because they own the business and they're deeply involved in it and they exude confidence with their customer base. When you start to scale commercial aspects of a business, you need to help translate that confidence and also that intellectual information throughout the rest of the team members.
And so that's an opportunity where we kind of come in and work alongside everybody to ensure that we extract the right information, help put it in the right format, and then help support those activities to drive the best possible outcomes for that organization.
Yeah, I mean, there's a lot of change happening at a very rapid pace. And I think the one thing that we tend to see that's explicitly evident is that people are really, really taking their time to understand what it is that they do well, and what their customers look like that are aligned with those outcomes. And so we spend time with organizations to really dial that in.
Knowing your customer is really, really important. And the barriers of entry are really low. With the right technical aptitude and a right value proposition and solution in the market, you don't really need the massive amounts of overhead that you previously did even 10 years ago to solve important problems.
If that's a manufacturer of a new product that's designed to help risk mitigation in travel or a software application that's designed to help transfer data from one platform to the next and all things in between, there's a really, really high priority to ensure that you're delivering value to your customers and that you're able to communicate that and find them effectively.
And so that I would say from a commercial standpoint is top of mind. Every single business that we work with, you know, table stakes is really understanding like who is your ICP and what is it that they obtain from working with you? And how are you helping them to solve critical problems in their business?
And then extrapolating that out back into things that are going to be important to growing the top of the line.
Yeah, that's right. I think the biggest difference between founder-led businesses and private capital businesses is the time horizon for growth. We know the requirement for private equity is they want to buy a business, help infuse capital into it, and give it more resources so they can continue to do the great work that it's done. But there is a limit to the timeline.
And so when you think about hold periods, even though they're extended now, just privately held businesses that are just run by founder owner operators typically don't have that same level of acceleration required to hit these pretty significant growth metrics. And so that puts a lot of pressure on those teams, right?
And if they haven't been oriented to that type of environment, they could tend to try to do everything all at once. And that can be certainly problematic. So when you have a right type of framework and the right type of approach, you can take the risk out of that journey and help to provide a better path for you, your employees, and most importantly, your customers, right?
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