The Private Equity Podcast, by Raw Selection

Alex Rawlings
  • 4.5 (33)
  • Investing
  • Updated Semimonthly

Hosted by Alex Rawlings, Managing Partner of Raw Selection, a specialist executive search firm. Join us as we interview the leading experts in Private Equity, unlocking their secrets of success to share with you. Discover how some of the top Private Equity professionals got into Private Equity, how they rose to success and learn about some of the mistakes they made along the way.Alex has strong connections to the Private Equity industry through his executive search firm, Raw Selection, which specialises in working with Private Equity firms and their portfolio companies across Europe and North America. Alex is straight talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies. Find out more at www.raw-selection.com

  1. 18h ago

    Why PE-Backed Go-to-Market Strategies Fail: Talent, CRM, AI and Execution

    In this episode of The Private Equity Podcast, Alex Rawlings is joined by Dan Bernoske, Founder and CEO of Cortado Group, to explore how private equity firms and portfolio companies can strengthen go-to-market performance while effectively leveraging AI. Dan explains why speed matters after an acquisition, particularly when assessing commercial talent, and why firms need to separate emotional attachment to legacy teams from objective performance data. He also explores the importance of treating CRM systems as strategic infrastructure rather than simply another piece of technology. The conversation then turns to AI. Dan shares practical applications for using call transcripts to coach sales teams at scale, improve qualification, identify performance trends, and ultimately increase win rates. He explains why successful AI adoption starts with the business problem—not the technology—and why portfolio companies should build a strong proprietary “context engine” around their CRM data, call transcripts, buyer personas, and historical wins and losses. Dan and Alex also discuss how AI is changing organizational design, allowing salespeople to spend more time building relationships with buyers while technology handles lower-value tasks. Crucially, Dan warns against viewing AI as a replacement for human salespeople: poorly deployed automation can damage relationships and even burn entire territories. Key Takeaways • Move quickly when evaluating commercial talent, but understand where founder-led strengths still create value. • Build the sales process first and configure the CRM around it—not the other way around. • CRM data integrity is essential for reliable pipeline visibility and forecasting. • Use AI to analyze sales calls, improve qualification, and deliver coaching at scale. • Create a proprietary context engine before becoming overly dependent on any single AI model. • Redesign roles by identifying tasks AI can handle while allowing people to focus on empathy, listening, trust, and relationships. • Don’t automate bad processes. Strong sales fundamentals remain essential regardless of the technology. Timestamps 00:00 – Introduction to Dan Bernoske and Cortado Group 00:57 – Where PE firms and portfolio companies move too slowly 02:54 – Warning signs that commercial talent needs replacing 04:37 – Three fundamentals of an effective CRM 06:34 – How AI can transform go-to-market strategy 08:21 – Using AI to analyze sales calls and coach teams 09:46 – Measuring qualification frameworks such as BANT 11:45 – ChatGPT, Claude and choosing AI technology 13:14 – The three foundations for successful AI implementation 13:40 – Building a proprietary AI context engine 15:03 – How AI is reshaping organizational design 16:34 – Why empathy and relationships remain human advantages 17:24 – The biggest mistakes companies make with AI 18:20 – Why replacing sales reps with AI can burn territories 19:18 – Freeing sales teams to spend more time with buyers 21:14 – Dan’s recommended AI and professional-services resources 23:13 – Why portfolio companies may need an AI innovation advisor 23:42 – How to connect with Dan Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  2. Sep 22

    Building the Finance Function in a Private Equity firm

    In this episode of The Private Equity Podcast, Alex Rawlings is joined by Jeffery Raju, Founder & CEO of Stonehill Business Services. With 15 years of experience across fund administration, controller, and CFO roles, Jeffery has worked with emerging managers ranging from sub-$10 million funds to multi-billion-dollar platforms. Jeffery explains why emerging private equity managers must treat their firm as an investment management business rather than simply an investment shop, and how building the right financial infrastructure early can support fundraising, improve decision-making, and create a platform capable of scaling. They discuss the differences between the finance functions of a $50 million fund and a $1 billion platform, the operational expectations of sophisticated LPs, and why managers should become institutional before expecting institutional capital. Key Topics Why private equity firms must treat finance as a business-enablement tool rather than a compliance exercise.How budgeting, forecasting, tax planning, and financial reporting improve decision-making.The finance infrastructure differences between emerging funds and billion-dollar platforms.Why smaller managers often need fractional financial leadership.How LP expectations change as managers move from friends-and-family capital to more sophisticated investors.The operational due diligence sophisticated LPs expect.Why strong historical returns alone may not be enough to secure institutional capital.When emerging managers should begin professionalising their finance function.Why becoming institutional should happen before, not after, scaling.Jeffery’s recommended books for entrepreneurs and business leaders.Timestamps 00:00 – Introduction to Jeffery Raju, Founder & CEO of Stonehill Business Services 00:30 – Jeffery’s background across private equity, venture capital, and fund finance 00:56 – The biggest financial infrastructure mistake emerging managers make 02:28 – What operationally mature private equity firms do differently 04:18 – Finance infrastructure: $50M funds vs. $1B platforms 06:04 – How finance and operational maturity impact fundraising 06:24 – High-net-worth investors vs. sophisticated LPs 07:21 – The operational due diligence sophisticated investors expect 08:14 – Why exceptional investment returns aren’t always enough 09:19 – When should a PE firm build an institutional-level finance function? 10:08 – Why firms must become institutional before they can scale 10:34 – Key inflection points for bringing in financial leadership 11:01 – Moving from syndications to a first fund 11:59 – Jeffery’s recommended books and resources 12:40 – How to connect with Jeffery Raju and Stonehill Business Services 13:37 – Closing thoughts Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  3. Sep 15

    From Founder-Led to Exit-Ready: How CEOs Build Buy-In, Grow EBITDA and Deliver Successful Exits

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Brian Bishop, an electrical engineer and experienced Chief Executive with a background in embedded systems, product development, business building, and successful company exits. Brian shares lessons from leading businesses through seven- and eight-figure exits, including the importance of structuring deals to align the interests of owners, employees, and acquirers. They explore Brian’s approach to leadership and why the most effective business plans are shared plans—not simply strategies created by a CEO and communicated downwards. Brian also discusses his move into the startup world and the significant differences he has observed between startup and private equity environments. While private equity typically maintains a strong focus on financial performance and EBITDA, startups can face competing non-economic priorities, technological milestones, and investor expectations. The conversation also covers practical ways executives can improve EBITDA. Brian explains why businesses must look beyond unit costs and understand the total lifecycle cost of a product, including the opportunity cost of engineering and product-development resources. Finally, Brian explains how his engineering background has shaped his leadership style, particularly his habit of repeatedly asking one fundamental question: “What is the problem we’re trying to solve?” Key Highlights 00:00 – Brian Bishop’s Background Brian discusses his engineering career, embedded systems expertise, product development experience, and seven- and eight-figure exits. 01:26 – Lessons From M&A and Liquidity Events Structuring acquisitions, managing earn-outs, retaining critical employees during transitions, and aligning stakeholder interests. 03:18 – Getting Teams Aligned With the Strategy Why great leaders build a shared plan rather than simply communicating their own vision. 04:29 – Moving From Private Equity Into Startups Brian explains what attracted him to startups and the surprising influence of non-economic considerations. 07:23 – Burn Rate vs. Financial Performance How startup expectations around growth and product development can conflict with customer needs and profitability. 08:40 – What Startups Can Learn From Private Equity Preparing businesses for the point where margins and EBITDA become more important than technological milestones. 09:58 – Advice for PE Portfolio Leaders Bridging the gap between employees motivated by purpose and investors focused on financial returns. 11:53 – Improving EBITDA and Margin Why understanding total lifecycle costs and the opportunity cost of engineering resources can transform profitability. 13:45 – Getting Engineers and Accountants on the Same Page How cross-functional understanding can improve decision-making, margins, and customer outcomes. 14:38 – Engineering as a Leadership Advantage Brian explains the power of returning teams to the fundamental question: “What is the problem we’re trying to solve?” 16:01 – What Brian Reads From the Wall Street Journal to engineering content, Brian discusses how reading broadly helps him connect ideas across disciplines. 16:49 – Connecting With Brian Brian shares how listeners can reach him following the episode. Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  4. Sep 8

    9 PE-Backed Exits and 20+ Add-on Acquisitions: What Winning Private Equity CEOs Get Right

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Paul Golden, an experienced CEO, private equity investor, and operating partner with nine private equity-backed exits and more than 20 add-on acquisitions. Paul shares lessons from operating, investing, and leading PE-backed businesses, including why speed matters when building the right leadership team, how to identify strong executives, and what separates successful acquisitions from deals that destroy value. The conversation explores the danger of “deal fever,” the importance of knowing when to walk away from an acquisition, and why delighted customers, strong management teams, and clear growth pathways are critical indicators of a quality investment. Paul also explains the challenges of changing deeply embedded founder-led cultures, how to approach add-on acquisition integration, and the practical actions that helped generate more than $150 million in free cash flow in one manufacturing business. Finally, Paul discusses why PE-backed executives need the confidence to make mistakes, take ownership, and communicate openly with their boards. Key Highlights 00:00 – Paul Golden’s Background From senior public-company leadership to private equity investing, operating partner roles, CEO positions, and nine PE-backed exits. 01:29 – The Biggest PE Leadership Mistake Why private equity firms need to make faster decisions about whether the right management team is in place. 03:21 – Identifying the Right Executives The importance of leaders who are confident enough to be challenged by their teams and boards. 04:44 – What Paul Looks for in Executive Interviews Why candidates who openly discuss mistakes, take responsibility, and explain what they learned often make stronger leaders. 07:05 – The Hardest CEO Decisions Why firing customers or exiting customer segments can sometimes be harder than changing the management team. 08:28 – What Drives Successful PE Exits Delighted customers, strong management, and clear opportunities for growth. 11:14 – Lessons From Exit One to Exit Nine Avoiding deal fever, strengthening diligence, and making critical decisions faster during the first 18–24 months. 14:26 – Changing Founder-Led Cultures The challenges of accelerating decision-making in businesses shaped by the same founder for decades. 17:28 – Who Stays and Who Goes Post-Acquisition How to identify advocates for change, potential resistors, and leadership team members who can adapt. 20:55 – Lessons From 20+ Add-On Acquisitions Why cultural fit becomes increasingly important as the size of an add-on grows. 24:41 – Generating $150M+ in Free Cash Flow Using lean principles, customer value, SKU rationalisation, inventory reduction, and process improvement to unlock cash. 29:56 – The Essential Skill for PE-Backed CXOs Having the confidence to make decisions, admit mistakes, own the outcome, and explain what comes next. 31:53 – Leadership Frameworks That Shaped Paul Lean Thinking, the Danaher Business System, Good to Great, and Michael Porter’s Five Forces. 34:55 – Connecting With Paul Paul shares how listeners can reach him after the episode. Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  5. Sep 1

    Mentored by a Billionaire: How to Invest, Create Value and Exit at the Right Time

    In this episode of The Private Equity Podcast, Alex Rawlings is joined by Mark Radzik, Co-Founder and Managing Partner of Granite Creek Capital Partners, to explore investing and value creation in the lower middle market. Mark shares his journey from Arthur Andersen and banking to spending seven years at Equity Group Investments, the private investment firm founded by billionaire Sam Zell. It was there that Mark learned to become what Zell called a “professional opportunist”—finding opportunities where others aren't looking while maintaining the discipline required to invest successfully. The conversation explores why private equity firms can make the mistake of moving too quickly after an acquisition, why Granite Creek takes a conservative approach to leverage, and how reinvesting cash flow into people, sales, infrastructure, and growth can transform founder-led businesses. Mark also explains why getting the right management team is one of Granite Creek’s most important value-creation strategies, how assessments such as DISC can provide additional data when hiring executives, and why knowing when to exit a successful investment is just as important as knowing when to buy. Key Topics Why moving too quickly can destroy a portfolio company's “secret sauce”Avoiding excessive leverage in lower-middle-market businessesCreating returns through organic growth rather than financial engineeringFinding opportunities in markets where less private equity capital is competingReinvesting founder cash flow to accelerate growthWhy the management team can matter more than the marketUsing DISC and other assessments to de-risk executive hiringWhat Mark learned from billionaire investor Sam ZellBecoming a disciplined “professional opportunist”Why private equity investors need to think more about exit timingKnowing when to leave the next stage of value creation for the next investorTimestamps 00:00 – Introduction to Mark Radzik and Granite Creek Capital Partners 00:28 – Why Mark always wanted to become an investor 02:27 – From Arthur Andersen to banking and private investing 03:21 – Learning to become a “professional opportunist” from Sam Zell 04:43 – The biggest mistakes in lower-middle-market private equity 06:09 – Why Granite Creek avoids overleveraging businesses 08:19 – Organic growth versus acquisition-led strategies 09:38 – What makes an attractive platform investment 12:00 – Why getting the right management team drives value creation 13:55 – Using assessments to build complementary leadership teams 16:21 – Why personality assessments are a data point, not the answer 17:15 – DISC, Myers-Briggs, and executive assessment 19:12 – Mark’s biggest lessons from Sam Zell 20:12 – Avoiding groupthink and finding markets where you can win 21:37 – Why exit timing matters in private equity 23:04 – Knowing when a successful business is ready to sell 24:59 – When to leave value creation for the next investor 27:20 – Mark’s recommended podcasts and books 28:45 – How to connect with Mark Radzik 29:10 – Closing thoughts Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  6. Aug 25

    BC Partners’ Former CIO: When to Sell, What Creates Value and Where Private Equity Goes Next

    After more than 30 years in investing—including 20 years at BC Partners and a decade as CIO—Jean-Baptiste Wautier joins Alex Rawlings to share the lessons that have shaped his approach to private equity. Jean-Baptiste explains why trying to time markets is a mistake, how GPs should think about exits, and why time and DPI can matter just as much as MOIC. He also argues that private equity has entered a consolidation phase where scale, institutionalisation and permanent capital will increasingly separate the long-term winners from the rest. The conversation also explores how firms should diversify, the tailwinds behind AI and the US economy, and Jean-Baptiste’s three requirements for a great investment: a strong moat, an exceptional management team and multiple layers of optionality. He breaks down what he looks for in CEOs, where operating teams can genuinely create value, and why the skill set required to lead tomorrow’s private equity firms is changing. Key Takeaways Don’t try to perfectly time deployment or exits; invest steadily and price for the environment.Exit decisions should start with fund-level needs, including DPI, the J-curve and the cost of time.Scale is becoming essential as private equity shifts from entrepreneurial partnerships toward large institutions.New strategies should be capable of becoming meaningful, multi-billion-dollar businesses and leverage existing infrastructure.Permanent capital can provide GPs with strategic stability and longevity.Great investments combine moat, management and optionality across both value creation and exit routes.The strongest CEOs tend to excel in one core dimension—charisma, operations or finance—while also creating trust and alignment.Functional operating expertise such as working capital and procurement can be more repeatable than broad “sector expertise.”Timestamps 00:00 – Introduction to Jean-Baptiste Wautier 01:28 – The mistake of trying to time private equity markets 03:21 – When is the right time to exit? 04:17 – DPI, the J-curve and the cost of holding assets 05:15 – The current state and future of private equity 06:42 – Why subscale firms face consolidation 09:39 – Why performance alone is no longer enough 13:04 – Where displaced private equity talent may go next 14:31 – How GPs can scale AUM 16:57 – Why permanent capital is the “Holy Grail” 18:22 – When firms should diversify into new strategies 20:17 – What helped BC Partners scale 23:45 – Where the next investment tailwinds may come from 27:10 – Moat, management and optionality 32:23 – What the best private equity CEOs have in common 35:42 – What makes a strong value-creation strategy 39:03 – How private equity firms are becoming institutions 44:44 – Books and investors that shaped Jean-Baptiste’s thinking 46:33 – How to connect with Jean-Baptiste Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  7. Aug 18

    The REAL Cost of Fear, Ego and Slow Decisions in Private Equity

    In this episode of The Private Equity Podcast, Alex Rawlings speaks with Lesley Thomas, founder of the Money Confidence Academy, about how financial pressure, fear, and ego can affect value creation within private equity-backed businesses. Lesley explains how pressure changes executive behaviour, slows decision-making, and discourages honest communication. She outlines the early warning signs that leadership teams are becoming overwhelmed, including delayed reports, repeated agenda items, quieter executives, and concerns being raised outside the meeting room rather than within it. The conversation explores the “hidden tax” created by missed opportunities, employee turnover, slow decisions, and ineffective leadership behaviour. Lesley explains why putting a number on these costs can help investors and management teams understand the potential impact on EBITDA. Lesley also shares practical steps for improving decision-making under pressure, creating a culture where people feel safe speaking up, and helping executives reflect more honestly on how fear and personal financial stakes influence their choices. Key Takeaways How financial pressure affects executive judgement and behaviourWhy stress can push leaders into fight, flight, or freeze modeThe early warning signs that a leadership team is becoming overwhelmedHow slow decision-making creates a hidden cost for portfolio companiesWhy leaders agree in meetings but raise concerns privately afterwardsHow fear-based cultures reduce honesty, engagement, and accountabilityWhy repeatedly delayed decisions should be investigatedHow to measure the hidden tax of missed opportunities and employee turnoverWhy executives should reflect on decisions made under pressureHow open communication can improve performance and value creationTimestamps 00:00 – Introduction to Lesley Thomas and the Money Confidence Academy 01:25 – The biggest mistake businesses make under financial pressure 03:10 – How pressure affects executive judgement 04:05 – Why decision-making slows in PE-backed businesses 05:02 – The cost of delayed decisions and missed opportunities 06:30 – Early warning signs of executive overwhelm 07:22 – Sideline conversations and hidden disagreement 08:17 – Acting on intuition when behaviour begins to change 09:16 – Approaching difficult conversations with executives 10:14 – Creating genuinely open communication 11:13 – How fear creates protectionism and disengagement 12:08 – Using the experience of long-standing employees 13:05 – How the hidden tax affects EBITDA and performance 13:34 – Measuring lost opportunity and organisational cost 15:03 – Why putting a number on the problem matters 16:30 – Improving decision speed and ownership 17:27 – Investigating decisions that repeatedly return to the board 18:21 – Starting with one unresolved decision 19:47 – Advice for executives making decisions under pressure 21:14 – How cortisol can limit effective decision-making 22:13 – Reflecting on financial decisions 23:40 – Understanding why leaders remain silent 25:12 – Recommended books and podcasts 26:40 – How to connect with Lesley Thomas 27:09 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

  8. Aug 11

    How Private Equity Firms Can Build a Scalable Go-to-Market Engine

    In this episode of The Private Equity Podcast, Alex Rawlings is joined for a second time by Brian Gustason, Fractional Operating Partner at BG Operating Advisors. Brian explains why many lower-middle-market businesses struggle to scale after receiving institutional investment and how private equity firms can professionalise their go-to-market strategy. The conversation explores founder dependency, underdeveloped sales and marketing capabilities, and why firms must assess the maturity of the entire revenue engine before attempting to accelerate growth. Brian also outlines the importance of route-to-market analysis, including reach, fit and yield, and explains why growth should be treated as an interconnected system covering marketing, sales and customer success. The episode also examines go-to-market integration within roll-up strategies, the importance of execution fit during due diligence and how operating partners can help portfolio companies sequence growth initiatives more effectively. Key Highlights Why founder-led businesses often struggle to scaleThe risks of founder dependency in salesWhat Brian means by “phase zero” capabilitiesWhy firms may need to go backwards before scaling forwardsHow to professionalise a go-to-market strategyThe importance of route-to-market analysisUnderstanding reach, fit and yieldWhy lower-middle-market businesses hit growth ceilingsThe challenges of integrating founder-led businesses in a roll-upWhy go-to-market integration should be pre-wiredThe importance of execution fit during due diligenceWhy growth stalls are not always sales problemsCustomer success versus customer supportHow existing customers can drive expansion revenueSeparating revenue results from the revenue engineHow operating partners can support commercial transformationWhy growth initiatives must be sequenced correctlyTimestamps 00:00 – Introduction to Brian Gustason and BG Operating Advisors 01:01 – Common growth challenges in the lower-middle market 01:31 – Founder dependency and underdeveloped commercial capabilities 02:29 – Identifying phase zero go-to-market capabilities 03:56 – Defining a professionalised go-to-market strategy 04:23 – The role of go-to-market strategy in private equity 05:17 – Why route-to-market analysis is often overlooked 05:47 – Understanding reach, fit and yield 07:14 – Why founder-led businesses often lack scalable processes 08:38 – Growth ceilings and limited execution runway 10:05 – Go-to-market challenges in roll-up strategies 11:34 – Pre-wiring go-to-market integration 13:01 – How deal origination affects integration 13:58 – Execution fit and time to integration value 15:51 – Diagnosing the real causes of stalled growth 16:40 – Treating go-to-market as a connected system 17:08 – The role of customer success in recurring revenue 18:33 – Unlocking growth from existing customers 19:53 – Assessing whether the revenue engine can scale 20:22 – Separating revenue performance from revenue capability 21:20 – Evaluating go-to-market maturity 22:42 – Where to play, who to target and how to engage 24:10 – How operating partners can support portfolio companies 24:37 – The operating partner’s role in due diligence 25:35 – Identifying businesses that need growth intervention 26:31 – Sharing best practices and coaching leadership teams 26:59 – Sequencing growth initiatives effectively 27:29 – How to connect with Brian Gustason 27:57 – Closing remarks Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success. 🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/ 🌐 Visit Raw Selection www.raw-selection.com

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Hosted by Alex Rawlings, Managing Partner of Raw Selection, a specialist executive search firm. Join us as we interview the leading experts in Private Equity, unlocking their secrets of success to share with you. Discover how some of the top Private Equity professionals got into Private Equity, how they rose to success and learn about some of the mistakes they made along the way.Alex has strong connections to the Private Equity industry through his executive search firm, Raw Selection, which specialises in working with Private Equity firms and their portfolio companies across Europe and North America. Alex is straight talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies. Find out more at www.raw-selection.com

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