Oct 13, 2026 · 52 min · 13 segments
Your best employee might be the reason you can’t scale. I’ve hired them, and I’ve defended them in meetings. There was the account manager who crushed his number every year and was universally…
Russ ReederGuest
Jeff PedowitzHost
So nine PE.com companies, I think, you know, a lot of people work at one, maybe, if not, if at all.

But what, you know, what does PE get right about running a business and what does it get wrong?

Yeah, I mean, of the nine, I've had a lot of rights and a lot of wrongs working with different private equity firms.

The most right they get is, number one, to understand what they're going to invest in and get the capital.

What they get wrong is just because you have the money doesn't mean you have the ultimate power.

And just like any manager, and this is the title of my book is Heroes Don't Scale.

And it would be when we've all done this, we've hired people and then tried to do their job for them or not given them the authority.

And the hardest thing about running a business is It's managing the people, building the technology, delivering on your promise.

And I think having a helicopter, let's say private equity come in and because they had the money that they put in the company, feel like they then have the knowledge because they obviously have the authority.

The best private equity firms have people that have good processes that know how to check the KPIs, your key performance indicators, to understand the right questions to ask.

And they can see when someone sets an expectation, how to hold them accountable.

And if Then you exit the executives, you bring new ones in, right? You don't take the executive and try to make them into a puppet to do something that that executive or that analyst or VP or partner has never done before.

And I think that's the biggest mistake just in general, not only managers, right? It's not only PE, but it's also managers.

How do you create systems to make teams successful and not just try to impose your authority

it can be uh with some of them in particular can be overly formulaic And, you know, I think you lose the people side in it.

So nine PE.com companies, I think, you know, a lot of people work at one, maybe, if not, if at all.

But what, you know, what does PE get right about running a business and what does it get wrong?

Yeah, I mean, of the nine, I've had a lot of rights and a lot of wrongs working with different private equity firms.

The most right they get is, number one, to understand what they're going to invest in and get the capital.

What they get wrong is just because you have the money doesn't mean you have the ultimate power.

And just like any manager, and this is the title of my book is Heroes Don't Scale.

And it would be when we've all done this, we've hired people and then tried to do their job for them or not given them the authority.

And the hardest thing about running a business is It's managing the people, building the technology, delivering on your promise.

And I think having a helicopter, let's say private equity come in and because they had the money that they put in the company, feel like they then have the knowledge because they obviously have the authority.

The best private equity firms have people that have good processes that know how to check the KPIs, your key performance indicators, to understand the right questions to ask.

And they can see when someone sets an expectation, how to hold them accountable.

And if Then you exit the executives, you bring new ones in, right? You don't take the executive and try to make them into a puppet to do something that that executive or that analyst or VP or partner has never done before.

And I think that's the biggest mistake just in general, not only managers, right? It's not only PE, but it's also managers.

How do you create systems to make teams successful and not just try to impose your authority

it can be uh with some of them in particular can be overly formulaic And, you know, I think you lose the people side in it.
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