People Multiple

People Multiple
  • 5.0 (3)
  • Management

People decisions make or break enterprise value. Most companies are just too late to notice. People Multiple is the podcast for founders, CEOs, CHROs, and the PE and VC investors evaluating them - exploring the hiring bets, leadership calls, and cultural tradeoffs that determine whether a company earns a premium multiple or quietly loses one, long before the numbers reflect it. We talk to operators and investors who've lived the consequences: the wins, the mistakes, and the scars. No theory. No fluff. Just hard-earned perspective from people who've scaled companies, sat on boards, and had to make the call. Hosted by Gia Ganesh, an operator who scaled from the ground up to Series C+ and completed Columbia's VC/PE program, People Multiple translates between talent and enterprise value. How talent shapes multiples. One conversation at a time.

  1. 4h ago

    The People Decisions That Make or Break M&A | Lynn Herrick

    In this episode of People Multiple, Gia Ganesh sits down with Lynn Herrick, a former M&A lawyer, Chief Human Resources Officer, and Chief Operating Officer who has experienced acquisitions from both sides of the deal table. Lynn brings a rare perspective: she has helped build the diligence file a buyer scrutinizes and then lived with the operational reality of the deal after closing. Drawing on her experience at GreatCall, which Best Buy acquired for $800 million in 2018, Lynn explores why traditional M&A due diligence often fails to examine how decisions are actually made, how work gets executed, and how two organizations will operate once the deal closes. Lynn argues that companies routinely budget millions for technology integration while failing to dedicate meaningful resources to people and culture integration. The result can be months of organizational friction, leadership conflict, unclear decision rights, title and compensation battles, and employees operating from fear instead of focusing on value creation. Learn more about Lynn Herrick:  Facebook: Lynn Kantor HerrickInstagram: lkherrickLinkedIn: https://www.linkedin.com/in/lynnkantorherrick/Website:lynnherrickart.com Mentioned in this episode:  GreatCall / Best Buy Acquisition: https://corporate.bestbuy.com/2018/best-buy-acquires-greatcall-expanding-reach-in-health-space/ The discussion also tackles questions… What is people due diligence in mergers and acquisitions?Why is people diligence often overlooked during M&A?What questions should companies ask about leadership during M&A due diligence?Why should companies examine how decisions are made before an acquisition?How does company culture affect post-merger integration?What causes M&A integrations to fail after the deal closes?How can companies successfully integrate two different organizational cultures?What is the "boiled frog" approach to M&A integration, and why can it create problems?How should leaders communicate organizational changes after an acquisition?How can companies reduce employee fear and uncertainty during post-merger integration?Should companies budget specifically for people and culture integration after an acquisition?How can leadership coaching improve post-acquisition integration?How quickly can people-related problems begin affecting financial results after an acquisition?What should companies do when an acquisition underperforms?Key takeaways: People due diligence should receive the same rigor as financial, legal, and technology due diligence.How a company makes decisions is one of the most important questions to ask during M&A due diligence.Companies should budget for people and culture integration as part of the M&A deal thesis.The "boiled frog" approach to post-merger integration can create unnecessary organizational friction.People-related M&A problems can begin affecting business results within two quarters.When an acquisition underperforms, leaders should revisit the original deal thesis before immediately cutting costs.CHROs build credibility when they connect people initiatives to measurable business outcomes.Workforce optimization should begin with the work, not a headcount target.AI transformation is an opportunity for CHROs to lead enterprise-wide optimization.A single talent decision can change an organization's culture in ways leaders may not immediately recognize. Similar episodes:  The Recruiting Engine Every Growth Company Needs: https://youtu.be/s5VW1vR69Qo?si=6m2EdW15_0tBsReI How One People Leader Increased Employee Retention from 30% to 80%: https://youtu.be/McDXzlcptN8?si=V2odjMWlJCotWLNbAfter 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores: https://youtu.be/zRdL7itzrVc?si=TthSmGGkof_BTt5b  Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    The People Decisions That Make or Break M&A | Lynn Herrick

  2. Aug 18

    How to Redesign Work for AI Without Losing the Human Advantage | Sarika Lamont

    In this episode of People Multiple, Gia Ganesh sits down with Sarika Lamont to explore how people leaders can connect talent decisions directly to business outcomes. Drawing from her experience across government contracting, global SaaS organizations, private equity-backed companies, and AI enablement, Sarika explains why the right people strategy is never universal. It must reflect the company’s operating context, growth stage, business priorities, and the specific problems it is trying to solve. Sarika shares why cultural integration is one of the most underestimated risks in mergers and acquisitions. Early warning signs often appear long before attrition, missed targets, or customer disruption. Language such as “our team” versus “their team,” slower decision-making, increasingly crowded calendars, and unclear ownership can signal that two organizations have not truly integrated. The conversation also explores the foundations companies should establish before pursuing additional acquisitions, including job architecture, career levels, compensation philosophy, and market-aligned salary bands. Sarika explains how these structures create greater transparency, reduce financial and talent risk, and help organizations integrate employees more effectively. Learn more about Sarika LinkedIn: https://www.linkedin.com/in/sarikal/ The discussion also tackles questions… How can HR leaders align people strategy with business strategy?What are the early warning signs of failed merger and acquisition integration?How does company culture affect M&A integration success?What should companies have in place before acquiring another business?Why are job architecture and career leveling important during company growth and acquisitions?How can organizations manage compensation and pay equity during an acquisition?What does AI enablement actually mean for HR and people leaders?How can companies successfully drive AI adoption among employees?How should organizations redesign workflows and jobs around AI?Which HR processes can be automated with AI?How can AI improve recruiting, onboarding, customer success, and employee productivity?What AI metrics should executives and boards actually track?How can leaders measure the business impact and ROI of AI transformation?How can HR leaders overcome employee resistance to AI?Should companies automatically backfill roles when employees leave?How should leaders rethink job descriptions and hiring requirements in the AI era?Why can delaying a decision about an underperforming leader become an expensive talent decision?How can leaders give and receive feedback more effectively?Why does trust matter when delivering direct feedback? Key takeaways:  People strategy must align directly with business strategy. Cultural friction is an early warning sign of M&A integration risk. Successful M&A integration requires more than completing an integration checklist. Job architecture and compensation strategy create a stronger foundation for acquisitions and growth. AI transformation is a people transformation, not simply a technology implementation. Successful AI adoption starts with changing human behavior and building trust. AI success should be measured by business outcomes, not licenses or usage alone. Organizations should redesign work around AI before automatically eliminating or backfilling roles. Leaders must earn the right to give direct feedback. Delaying a difficult talent decision can become one of the most expensive decisions a company makes.  Similar episodes:  The CEO Wanted a 5-Minute Layoff Call. She Said No: https://youtu.be/Wx35nZdJSXc?si=urZnM02fwqkgiFcY After 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores: https://youtu.be/zRdL7itzrVc?si=F1D5mAHqAatN7yAA Why Great Founders Struggle to Become Great CEOs: https://youtu.be/9nVND7lLGCU?si=g1Z4npjO1YQuOr9R Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    How to Redesign Work for AI Without Losing the Human Advantage | Sarika Lamont

  3. Aug 11

    From Employee #16 to IPO: Lessons Every Growth Leader Should Know | Kaja Odegard

    In this episode of People Multiple, Gia Ganesh sits down with Kaja Odegard, Chief People Officer at SPAN and former people leader at iRhythm, where she helped scale the company from just 16 employees through multiple funding rounds, a successful IPO, and nearly 2,000 employees. Kaja shares an inside look at how investor expectations reshape leadership decisions, why forecasting discipline matters as much as product innovation, and how people leaders can directly influence enterprise value. Drawing on her experience navigating both private and public markets, she explains why decision-making clarity, leadership alignment, and strategic hiring often become the hidden drivers behind long-term company performance. The conversation explores how companies should evolve from founder-led decision making to scalable operating models, the role of the Chief People Officer in capital allocation discussions, and why the strongest CEOs view their people and finance leaders as equal strategic partners. Kaja also shares lessons from helping employees navigate an IPO, balancing long-term talent investments with quarterly market expectations, and preparing organizations for sustainable growth under investor scrutiny. Connect with Kaja Odegard: https://www.linkedin.com/in/kaja-odegard/ Mentioned in this Episode:  SPANiRhythmRACI frameworkTimestamps: 02:58 Navigating the IPO Journey: Insights from iRhythm 06:05 Hiring for Growth: The Right Fit in Leadership 08:55 Forecasting and Delivery: The Key to Investor Confidence 11:57 Scaling Challenges: Decision-Making in Growing Companies 14:58 AI in Decision-Making: The Future of Leadership 17:55 Managing Expectations: The Reality of Going Public 21:05 Balancing Long-Term Decisions with Investor Scrutiny 24:02 Cultural Integration: The Role of the CPO in Established Organizations 26:47 The Impact of Capital on People Decisions 30:06 Navigating Late-Stage VC Pressure vs. Public Market Pressure 33:07 The Strategic Role of the CPO in Company Outcomes 35:51 The Importance of Decision-Making Clarity 38:52 Rapid Fire Insights: Talent Decisions and Company Outcomes Key Takeaways… The best leadership teams consistently turn forecasts into execution. Hiring the right executive is about fit, not just experience. Decision-making clarity becomes a competitive advantage as companies scale.Going public changes how companies communicate, not just how they operate. The strongest Chief People Officers influence business strategy, not just company culture.Investors should evaluate leadership execution alongside financial performance.AI should improve leadership decisions, not replace human judgment. Mission-driven hiring attracts exceptional talent when companies are honest about the journey ahead.Healthy tension between leadership teams improves business performance.People decisions often determine company valuation long before financial results reflect them.The discussion also tackles questions....: How do talent decisions influence company valuation?What changes after a company goes public from a people leadership perspective?How should companies prepare their organization before an IPO?What do investors look for in leadership teams during fundraising?How can leadership teams improve forecasting and execution consistency?When should startups formalize decision-making rights?Does organizational design improve decision-making?How should companies balance investor expectations with long-term people investments?What makes an effective Chief People Officer in a venture-backed company?How do CEOs and CPOs work together to drive company performance?How should companies hire senior executives during periods of rapid growth?What role does human capital play in enterprise value creation?How should organizations think about AI in leadership and decision-making?What people metrics should investors pay more attention to during due diligence?Why is mission-driven hiring a competitive advantage for growing companies?How can decision-making clarity increase organizational velocity?Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    From Employee #16 to IPO: Lessons Every Growth Leader Should Know | Kaja Odegard

  4. Aug 4

    The Recruiting Engine Every Growth Company Needs | Michelle Byrd Robinson

    In this episode of People Multiple, host Gia Ganesh sits down with Michelle to explore how people decisions directly influence business outcomes in venture-backed and private equity-backed companies. Drawing on her experience leading the people function through multiple acquisitions, including Silverpop's acquisition by IBM and SparkPost's acquisition by MessageBird, Michelle explains why successful deals depend on much more than closing the transaction. The conversation explores how executive teams can identify people risk before it impacts company performance, why boards should pay closer attention to organizational health, and how recruiting, workforce planning, leadership development, and manager effectiveness contribute to enterprise value. Michelle also shares practical insights on scaling after funding rounds, supporting managers through organizational change, and preparing companies for an AI-driven future of work. Learn More About Michelle Byrd Robinson: LinkedIn:https://www.linkedin.com/in/mbyrdrobinsonWebsite: www.gptechadvisors.comTimestamps: 01:04 The Role of People Leaders in Acquisitions 02:57 Personal Journey and Connection Through Music 08:49 The Importance of Talent Strategy in Go-to-Market 11:52 Navigating Acquisitions: Timing and People Decisions 19:59 Communication Strategies During Acquisitions 22:54 Key Considerations for People Risk Memo 31:37 The Importance of Talent Acquisition 37:07 Organizational Health and Culture 42:26 The Role of Middle Management 50:16 Vulnerability in Leadership 55:23 AI Enablement in Organizations 58:14 Talent Decisions and Business Outcomes Key Takeaways… People strategy is business strategy.Successful acquisitions are won or lost through people integration, not just financial negotiations.Attrition is a lagging indicator, not an early warning sign.Organizational health deserves a permanent place in boardroom discussions.Every headcount request should have a measurable business case.A strong recruiting engine is essential for scaling after funding.Middle managers determine whether organizational change succeeds.People Business Partners provide strategic intelligence that data alone cannot reveal.Leadership development succeeds through reinforcement, not training alone.AI adoption requires leadership across the entire executive team.The discussion also tackles questions.... Why do so many acquisitions fail after the deal closes?How do talent decisions impact enterprise value?What people risks should investors identify during acquisition due diligence?Why is employee attrition considered a lagging indicator?What should boards measure besides employee engagement?How can organizational health predict future business performance?What makes a recruiting engine essential after a funding round?How should executives justify adding new headcount?Why are middle managers critical during acquisitions and organizational change?What role do People Business Partners play in identifying organizational risk?How can companies retain business-critical talent during periods of uncertainty?What questions should executives ask before approving workforce growth?Why do leadership training programs often fail to create lasting change?Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    The Recruiting Engine Every Growth Company Needs | Michelle Byrd Robinson

  5. Jul 28

    How One People Leader Increased Employee Retention from 30% to 80% | Stephanie Bonnet

    In this episode of People Multiple, Gia Ganesh sits down with Stephanie Bonnet, Chief People Officer and global HR executive, to explore the talent decisions that transformed retention, accelerated growth, and strengthened business performance across high-growth startups, acquisitions, and international expansion. Stephanie shares how she increased employee retention from 30% to 80% during more than 20 acquisitions, grew international headcount by 175% while maintaining 93% employee engagement, and redesigned compensation strategies ahead of IPO readiness. Throughout the conversation, she explains why people strategy should be treated as a business strategy, not simply an HR function. The discussion explores the relationship between finance and HR, compensation philosophy in venture-backed companies, scaling recruiting operations, integrating acquired teams, reducing agency recruiting costs, building global teams in the Philippines, and why culture is often the deciding factor in whether acquisitions succeed or fail. Stephanie also shares hard-earned lessons about communication during organizational change, creating equitable compensation structures, recognizing early warning signs during acquisitions, and measuring the people metrics that actually predict business performance. Learn More About Stephanie: https://www.linkedin.com/in/bonnetstephanie-chro/ Timestamps: 00:00 Why Startup Equity Doesn't Pay the Bills 01:42 Stephanie's Love of Vintage Fashion 04:06 Building a Global Team in the Philippines 06:53 Scaling Headcount 175% Without Losing Engagement 10:51 Why HR Shouldn't Report to Finance 12:48 When to Build an Internal Recruiting Team 15:58 The Talent Decisions That Increased Retention from 30% to 80% 21:47 The Biggest Mistake Companies Make During Acquisitions 26:26 Fixing Pay Equity Before It Becomes a Business Risk 32:18 Why Cash Still Beats Equity at Most Startups 34:39 Lower Hiring Costs While Improving Candidate Quality 40:31 Stephanie's Biggest Leadership Mistake 44:10 The Hiring Decision She Wishes She Had Stopped 44:51 The Most Important People Metric Leaders Should Track 45:28 Why the Nine-Box Talent Matrix Doesn't Work 47:31 The Talent Decision That Changed an Entire Company 49:12 Final Thoughts Key Takeaways… 1. Employee retention is a business strategy, not an HR metric. 2. HR and Finance create the most value when they operate as strategic partners. 3. Culture determines whether acquisitions succeed or fail. 4. Internal recruiting strengthens employer branding and reduces hiring costs. 5. Pay equity should be addressed before it becomes a business risk. 6. Equity compensation cannot replace competitive salaries. 7. Scaling successfully requires systems before speed. 8. Communication is the foundation of successful organizational change. 9. People metrics should connect directly to business performance. 10. Diverse leadership teams generate stronger business outcomes. The discussion also tackles questions....: How do you improve employee retention after an acquisition?What causes acquisitions to fail from a people perspective?When should companies build an internal recruiting function instead of relying on agencies?How do compensation and equity strategies affect startup hiring and retention?Should HR report to the CFO or the CEO?How do you build a global team in the Philippines successfully?What people metrics actually predict business performance?How do you identify pay equity issues before they become legal risks?How do you scale hiring without sacrificing employee engagement?What should leaders prioritize during the first 90 days of an acquisition?How do you integrate acquired employees without losing culture?Why doesn't equity always motivate employees at startups?What are the warning signs that an acquisition integration is failing?How can HR and Finance become strategic business partners?Which talent decisions have the biggest impact on enterprise value? Similar episodes:  The CEO Wanted a 5-Minute Layoff Call. She Said No: https://www.youtube.com/watch?v=Wx35nZdJSXc After 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores: https://www.youtube.com/watch?v=zRdL7itzrVc  Why Great Founders Struggle to Become Great CEOs: https://www.youtube.com/watch?v=9nVND7lLGCU  Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    How One People Leader Increased Employee Retention from 30% to 80% | Stephanie Bonnet

  6. Jul 21

    The CEO Wanted a 5-Minute Layoff Call. She Said No. | Payal Maheshwari

    In this episode of People Multiple, Gia Ganesh sits down with Payal Maheshwari, former Lehman Brothers valuation analyst, former Chief People Officer at Embark Trucks, and founder of a fractional People Operations firm. Payal shares her unique perspective from both Wall Street and high-growth startups, explaining how talent decisions become leading indicators of company performance long before they appear in financial results. Drawing on her experience helping scale Embark from Series B through IPO, navigating the company's eventual wind-down, and now advising early-stage companies, Payal explains why people leaders must learn to speak the language of business, how investors can better evaluate leadership risk, and why culture should be treated as a measurable enterprise asset rather than an HR initiative. The conversation explores what companies can learn from mergers, IPOs, layoffs, leadership transitions, and performance management, while offering practical frameworks for translating people investments into measurable business outcomes. Whether you're an investor, founder, executive, or people leader, this episode offers a compelling look at how leadership and culture shape valuation long before the market catches up. Learn More About Payal: LinkedIn: https://www.linkedin.com/in/payal-maheshwari23/Website: www.peoplecatalysts.comTimestamps: 05:05 - The transition from investment banking to HR leadership 09:11 - Using memoing and structured decision-making to translate HR insights into business impact 13:29 - Transitioning from corporate operator to fractional HR consultant 21:26 - The ongoing value of relationships and alumni networks after layoffs 38:11 - The decision process behind mergers—culture, communication, and timing 44:20 - Modeling soft skills and cultural investments for ROI 48:48 - Moving from corporate leadership to entrepreneurial freedom—learning to sell 53:19 - Managing difficult conversations around employee exits and careers 55:00 - The emotional and identity aspects of leadership transitions 55:55 - Final reflections on trust, storytelling, and human-centered leadership Key Takeaways… Company culture is a leading indicator of enterprise value, not a soft metric. People leaders earn greater influence when they translate human capital decisions into business language. The earliest warning signs of business risk usually appear in people data before they appear in financial results. Exceptional leadership during difficult moments shapes a company's reputation for years to come. Scaling a company requires continuously evaluating whether leadership capabilities are evolving with the business.Strong company culture is built through consistent leadership decisions, not written values. Investing in managers produces measurable business returns. Mergers and acquisitions succeed when leaders prioritize cultural integration alongside financial integration. Alumni networks remain valuable business assets long after employees leave. The strongest people leaders combine empathy with analytical thinking. The discussion also tackles questions....: How do people decisions affect company valuation?What do investors miss when evaluating leadership and culture?How can HR leaders translate people initiatives into business outcomes?What makes a company culture a competitive advantage?How do you scale culture during hypergrowth?What should CHROs focus on during mergers and acquisitions?How do you communicate company layoffs with empathy and transparency?What are the early people signals that predict business performance?How should companies evaluate whether early employees can scale with the business?How do alumni networks create long-term enterprise value?What can founders learn from taking a company public?How do you measure the ROI of culture, leadership development, and employee experience?What should investors ask about leadership during due diligence?How can people leaders build credibility with CEOs and boards?What separates high-performing leadership teams from struggling organizations? Similar episodes:  After 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores | Marty Reaume: https://youtu.be/zRdL7itzrVc Startup Hiring Lessons from Google | Gabby Sirner-Cohen: https://youtu.be/28bkrOkZU7w Most HR Metrics Are Meaningless — What Actually Drives Business Value | Pilar Muner: https://youtu.be/JRP78EkeVnM Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    The CEO Wanted a 5-Minute Layoff Call. She Said No. | Payal Maheshwari

  7. Jul 14

    After 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores | Marty Reaume

    In this episode of People Multiple, Gia Ganesh sits down with Marty Reaume to explore how talent decisions become leading indicators of enterprise value long before they appear in financial results. Drawing from leadership roles at NetSuite, Fitbit, and Twilio, along with experience spanning more than 45 acquisitions and service on public company boards, Marty shares how experienced operators evaluate leadership risk, cultural fit, succession planning, and organizational readiness before deals close. She explains why the biggest acquisition failures are often predictable, why founders frequently stay too long (or leave too early), and why culture should be treated as a core diligence issue rather than an HR exercise. The conversation also explores how companies successfully navigate category creation, compete for talent against industry giants, build high-performing leadership teams, and prepare organizations for their next stage of growth. Marty offers practical insights for investors, founders, CEOs, and people leaders on recognizing the signals that determine whether a business will accelerate or stall. Learn More About Marty Reaume:  https://www.linkedin.com/in/martyreaume/ Key Takeaways… Successful acquisitions depend on cultural due diligence as much as financial due diligence. Talent decisions are leading indicators of business performance. The right leader for one stage of growth may not be the right leader for the next. Great Chief People Officers connect people strategy directly to business outcomes. Companies competing against larger competitors win by creating a stronger employee value proposition. Founder dependency is one of the biggest hidden risks during mergers and acquisitions. Leadership learning velocity matters more than executive confidence. Hiring experienced leaders earlier can accelerate company growth and reduce costly mistakes. Employee engagement surveys alone do not measure organizational health. Successful post-acquisition integration begins long before Day One. The discussion also tackles questions....: What are the biggest people risks to uncover during acquisition due diligence?How do you identify cultural red flags before an acquisition closes?Why do so many mergers and acquisitions fail because of people issues?How can founders know when they've outgrown their current leadership team?What makes a leadership team ready for the next stage of company growth?How do investors evaluate leadership quality beyond financial metrics?What should boards look for in a Chief People Officer?What separates great CPOs from great HR leaders?How do you translate people decisions into business outcomes?When should startups hire their first senior HR or People leader?What talent mistakes do founders make most often?How can companies compete for talent against much larger competitors?What role does culture play in enterprise value creation?Which leadership metrics matter more than employee engagement scores?What does successful post-acquisition integration actually look like?How do you build trust during organizational transformation?Why is learning velocity more important than executive confidence?How do leadership decisions become leading indicators of company performance?Similar episodes:  Startup Hiring Lessons from Google | Gabby Sirner-Cohen: https://www.youtube.com/watch?v=28bkrOkZU7w The Startup Talent Mistake That Costs MILLIONS | Natalie Ledbetter: https://www.youtube.com/watch?v=0k-rNupzsDo&t=273s Most HR Metrics Are Meaningless — What Actually Drives Business Value | Pilar Muner: https://www.youtube.com/watch?v=JRP78EkeVnM Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    After 45 Acquisitions, These Are the Leadership Red Flags She Never Ignores | Marty Reaume

  8. Jul 7

    Why Great Founders Struggle to Become Great CEOs | Steve Schloss

    Leadership is often discussed as a competitive advantage, but what if it's actually one of the earliest indicators of enterprise value? In this episode of People Multiple, Gia Ganesh sits down with Steve Schloss, former Chief People Officer, executive coach, and Operating Partner at Edison Partners, to explore how investors evaluate leadership long before financial results reveal the outcome. Drawing on decades of experience leading people functions and coaching CEOs inside growth-stage portfolio companies, Steve shares what separates companies that scale successfully from those that stall. The conversation explores how private equity firms are evolving beyond financial engineering to recognize talent as a value creation lever, why coachability matters more than confidence during diligence, and how founder CEOs must transform their leadership as organizations grow. Steve also explains how leadership team health, organizational design, and executive behavior quietly shape business performance long before they appear in revenue, retention, or exit multiples. Learn More About Steve Schloss: LinkedIn: https://www.linkedin.com/in/steve-schloss-0b2a7b2/ Website: listenforwardllc.com Timestamps: 01:12 — Small rituals that create calm and focus 03:14 — HR’s shift from operations to business value 06:18 — Talent as a value creation lever in PE 08:19 — Edison Partners’ leadership coaching model 12:10 — How founder and team readiness is assessed 16:58 — Leadership behind growth and execution issues 22:23 — Authentic vs. performative leadership 27:01 — From hustler mode to CEO mode 28:44 — Why playbooks fall short in growth PE 32:49 — The danger of moving too fast on transformation 36:24 — Assessing current vs. future capabilities 40:42 — Self-awareness, feedback, and behavioral change 45:58 — What predicts an outperforming leadership team 52:09 — Why deals go sideways 53:36 — A COVID-era talent decision with major impact 55:44 — Closing thoughts on leadership and multiples Key Takeaways…Leadership quality is one of the earliest predictors of enterprise value.  Private equity firms are placing greater emphasis on talent during due diligence.Coachability is a critical trait for founders and CEOs. The leadership skills that build a startup are not always the skills that scale a business. Healthy leadership teams disagree before they align. Transformation succeeds when organizations are ready for change, not simply because leaders announce it. Executive coaching creates measurable business value in growth-stage companies. People strategy becomes a competitive advantage when CEOs view HR as a value creation partner. Leadership assessments should evaluate future scalability, not just current performance.Companies that consistently outperform expectations invest in leadership long before problems appear in the numbers.  The discussion also tackles questions....: How do private equity firms evaluate leadership during due diligence?What makes a founder CEO coachable, and why does it matter to investors?How can you tell if a leadership team will scale with the business?What leadership behaviors become liabilities as companies grow?What separates founder mode from CEO mode?Why do some leadership teams outperform expectations while others fall behind?How should CEOs prepare for life after receiving private equity investment?What are the earliest people signals that predict business performance?Why do some transformation initiatives fail before they begin?How can organizations create healthy urgency instead of constant firefighting?What role should HR play in creating enterprise value?How can executive coaching improve outcomes in PE-backed companies?Why is disagreement inside leadership teams often a sign of organizational health?How do investors distinguish authentic leadership from performative leadership?What leadership risks can prevent an investment from moving forward?Similar episodes:  Inside the Talent Strategies of Twitter, Mozilla, Intel, and NerdWallet | Lynee Luque: https://youtu.be/yXB7-GS0ahE?si=lb7AeuavsdXdqjLh Why Retention Is a Business Strategy, Not an HR Metric | Drew Harden: https://youtu.be/C_H2V9BaeF8?si=OGYGFG1Wm4LypwUb The CEO Mistake That Drives Away Top Talent | Patrick Lyons: https://youtu.be/TojvnJLD24s?si=Ao2x6VV65qpJHolJ  Production Produced by: The AGN Group Host: Gia Ganesh  Producer: Katie Hart Websites: https://peoplemultiple.com/  Social Media Channels: Instagram: https://www.instagram.com/thepeoplemultiple/  YouTube: https://www.youtube.com/@thepeoplemultiple  LinkedIn: https://www.linkedin.com/company/people-multiple  TikTok: https://www.tiktok.com/@people.multiple  Want to be a Podcast Guest? If you are interested in being a guest on the podcast, email us at gia@peoplemultiple.com

    Why Great Founders Struggle to Become Great CEOs | Steve Schloss
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People decisions make or break enterprise value. Most companies are just too late to notice. People Multiple is the podcast for founders, CEOs, CHROs, and the PE and VC investors evaluating them - exploring the hiring bets, leadership calls, and cultural tradeoffs that determine whether a company earns a premium multiple or quietly loses one, long before the numbers reflect it. We talk to operators and investors who've lived the consequences: the wins, the mistakes, and the scars. No theory. No fluff. Just hard-earned perspective from people who've scaled companies, sat on boards, and had to make the call. Hosted by Gia Ganesh, an operator who scaled from the ground up to Series C+ and completed Columbia's VC/PE program, People Multiple translates between talent and enterprise value. How talent shapes multiples. One conversation at a time.

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  • Creator
    People Multiple
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