Mike de WindtGuest
Steven MonterrosoHostToday, as you know, we're going to be tackling one of the biggest misconceptions in business, and that's that growth automatically equals value.
And the truth is, I've seen so many companies grow revenue and actually become less valuable in the eyes of buyers.
So today what we're going to do is we plan to unpack what actually drives shareholder value in privately held businesses.
We're going to break down three what I call golden nuggets or three important points.
And then lastly, but not least, how to build a business that gives you real optionality, whether you sell, recap, or continue to keep growing.

Why don't we just take it from the top, Stephen? I mean, I think that the framing of the discussion is is spot on with how I approach my advisory work with clients, which is born out of, as you said earlier, my experience in private equity.

And when you have capital risk, sometimes it gives you a little bit more say, but control or non-control withstanding, The importance is that you align and collaborate effectively with your client or the management team to clearly define and chart the path to shareholder growth and value creation.

And that it's not something that you can mandate, it's something that you have to work as a team to achieve.

Like any other endeavor, it takes a group of people to be successful because everybody has, and I really believe this, everybody has something important to contribute.

Ultimately, somebody is in charge of making the calls and the role I try and serve now as an advisor is to just create an expectation, some discipline, And ultimately, at the end of the day, accountability for results.

But I've always found that unless there are expectations and accountability and buy-in, not much ever gets done.

So that's philosophically anyway, the way I try to position my advice with clients to get the best results.
Today, as you know, we're going to be tackling one of the biggest misconceptions in business, and that's that growth automatically equals value.
And the truth is, I've seen so many companies grow revenue and actually become less valuable in the eyes of buyers.
So today what we're going to do is we plan to unpack what actually drives shareholder value in privately held businesses.
We're going to break down three what I call golden nuggets or three important points.
And then lastly, but not least, how to build a business that gives you real optionality, whether you sell, recap, or continue to keep growing.

Why don't we just take it from the top, Stephen? I mean, I think that the framing of the discussion is is spot on with how I approach my advisory work with clients, which is born out of, as you said earlier, my experience in private equity.

And when you have capital risk, sometimes it gives you a little bit more say, but control or non-control withstanding, The importance is that you align and collaborate effectively with your client or the management team to clearly define and chart the path to shareholder growth and value creation.

And that it's not something that you can mandate, it's something that you have to work as a team to achieve.

Like any other endeavor, it takes a group of people to be successful because everybody has, and I really believe this, everybody has something important to contribute.

Ultimately, somebody is in charge of making the calls and the role I try and serve now as an advisor is to just create an expectation, some discipline, And ultimately, at the end of the day, accountability for results.

But I've always found that unless there are expectations and accountability and buy-in, not much ever gets done.

So that's philosophically anyway, the way I try to position my advice with clients to get the best results.
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