Private Equity Data Guy

Graeme Crawford

Private equity meets data. Conversations with deal teams, operating partners, and portfolio company leaders about the data problems that kill deals, slow exits, and destroy value. Hosted by Graeme Crawford, founder of Crawford McMillan. 20 years leading data programs at Fortune 100 companies. Now helping PE-backed companies fix data before exits so the numbers hold up under scrutiny. New episodes cover diligence red flags, value creation playbooks, and the real stories behind successful (and failed) transactions.

  1. قبل ٢٣ ساعة

    The Metrics Look Fine. So Why Is the Business Stalling?

    David Newcomb has done something rare in private equity. He operated through two separate transactions at the same company, including the founder exit, and watched the second buyer walk in and say they were acquiring the business because of what he had built. That vantage point gave him a phrase every operator, board member, and sponsor should carry: value drift. We spent this conversation unpacking what value drift looks like from the inside, why the board pack stays green while the real signals are moving in the wrong direction, and what happens to organizations when leadership changes come faster than the business can absorb them. David also shared what kept him through two holds: doing what he said he would do, quarter over quarter, with whoever was sitting across the table. Chapters: 00:08 - The Transformation of Private Equity03:54 - Understanding Value Drift in Private Equity10:50 - Navigating Founder Exits and Business Value Drift22:22 - Understanding Misalignment in Business Metrics27:23 - The Dynamics of Change in Private Equity31:06 - Navigating Change Fatigue in Private Equity Guest Information David Newcomb is a seasoned operator who managed through two private equity transactions at the same company, including the founder exit. He originated the term value drift to describe the erosion of intangible business value that follows leadership transitions and founder departures. He is active on LinkedIn and welcomes conversations from operators, sponsors, and advisors working through similar dynamics. Companies Mentioned Bawdy AI Not Very Private Equity Websites Mentioned LinkedIn: https://www.linkedin.com Bawdy AI: https://www.bawdy.ai Key Takeaways Value drift begins before anyone can measure it and compounds quietly until the damage is visible. Board metrics can signal health while the underlying business is losing the qualities that made it attractive in the first place. Replacing operators repeatedly without identifying the root cause does not solve the problem and adds real cost and fatigue to the organization. Doing what you say, consistently, across multiple sponsors and holds, is what separates operators who survive transitions from those who do not.

    The Metrics Look Fine. So Why Is the Business Stalling?
  2. ١٣ أغسطس

    Why Your Data Problem Is Actually a Leadership Problem

    Philip Curran has spent four decades inside the rooms where leadership either holds together or quietly falls apart. In this episode, we get into the half of the story that most data people never see: the hidden emotional contract between leaders and the people they lead, and why ignoring it costs PE portfolio companies real money before and during exit. We cover the eight promises leaders make every day whether they know it or not, how leadership misalignment shows up as data problems, and why the hero culture inside PE-backed companies is more of a liability than an asset. If you care about what actually drives returns, this one connects dots you have probably felt but never named. --- Chapters: 00:03 - The Role of Leaders in Shaping Culture11:41 - Understanding the Hidden Emotional Contract16:33 - Understanding Leadership and Decision Making29:40 - Understanding Leadership through Hidden Emotional Contracts43:06 - The Hidden Emotional Contract in Work **Guest Information** Phillip Curran is the founder of Renova, a senior human capital advisory firm providing interim CHRO leadership and strategic counsel to CEOs and private equity operators. He is the creator of the ARC Diagnostic, a tool that measures leadership reliability at the enterprise level. His first book, The Hidden Emotional Contract, publishes August 17th. - Company: Rinnova HR - LinkedIn: Phillip Curran --- **Companies Mentioned** - Renova - IBM - Capital One --- **Websites Mentioned** - Rinnova HR - Phillip Curran on LinkedIn --- **Key Takeaways** - Culture is the lived experience of the people working for you, driven by the exhibited behaviors of leaders. HR cannot create it. - When five executives hold five different definitions of an active customer, the cost is not just a reporting issue. It slows decisions, breaks operations, and shows up as eroded exit value. - The eight promises: dignity, clarity, safety, meaning, growth, recognition, belonging, and agency. Breaking any of them causes people to pull back long before the numbers reflect it. - Decision velocity always matters in private equity. Anything that puts a foot on the brake, whether role confusion or lack of strategic clarity, destroys value. - The hero culture PE environments breed is a single point of failure, not a feature.

    Why Your Data Problem Is Actually a Leadership Problem
  3. ١٣ أغسطس

    Why Your Data Problem Is Actually a Leadership Problem

    Philip Curran has spent four decades inside the rooms where leadership either holds together or quietly falls apart. In this episode, we get into the half of the story that most data people never see: the hidden emotional contract between leaders and the people they lead, and why ignoring it costs PE portfolio companies real money before and during exit. We cover the eight promises leaders make every day whether they know it or not, how leadership misalignment shows up as data problems, and why the hero culture inside PE-backed companies is more of a liability than an asset. If you care about what actually drives returns, this one connects dots you have probably felt but never named. --- Chapters: 00:03 - The Role of Leaders in Shaping Culture11:41 - Understanding the Hidden Emotional Contract16:33 - Understanding Leadership and Decision Making29:40 - Understanding Leadership through Hidden Emotional Contracts43:06 - The Hidden Emotional Contract in Work **Guest Information** Phillip Curran is the founder of Renova, a senior human capital advisory firm providing interim CHRO leadership and strategic counsel to CEOs and private equity operators. He is the creator of the ARC Diagnostic, a tool that measures leadership reliability at the enterprise level. His first book, The Hidden Emotional Contract, publishes August 17th. - Company: Rinnova HR - LinkedIn: Phillip Curran --- **Companies Mentioned** - Renova - IBM - Capital One --- **Websites Mentioned** - Rinnova HR - Phillip Curran on LinkedIn --- **Key Takeaways** - Culture is the lived experience of the people working for you, driven by the exhibited behaviors of leaders. HR cannot create it. - When five executives hold five different definitions of an active customer, the cost is not just a reporting issue. It slows decisions, breaks operations, and shows up as eroded exit value. - The eight promises: dignity, clarity, safety, meaning, growth, recognition, belonging, and agency. Breaking any of them causes people to pull back long before the numbers reflect it. - Decision velocity always matters in private equity. Anything that puts a foot on the brake, whether role confusion or lack of strategic clarity, destroys value. - The hero culture PE environments breed is a single point of failure, not a feature.

    Why Your Data Problem Is Actually a Leadership Problem
  4. ١٣ أغسطس

    Why Your Data Problem Is Actually a Leadership Problem

    Philip Curran has spent four decades inside the rooms where leadership either holds together or quietly falls apart. In this episode, we get into the half of the story that most data people never see: the hidden emotional contract between leaders and the people they lead, and why ignoring it costs PE portfolio companies real money before and during exit. We cover the eight promises leaders make every day whether they know it or not, how leadership misalignment shows up as data problems, and why the hero culture inside PE-backed companies is more of a liability than an asset. If you care about what actually drives returns, this one connects dots you have probably felt but never named. --- Chapters: 00:03 - The Role of Leaders in Shaping Culture11:41 - Understanding the Hidden Emotional Contract16:33 - Understanding Leadership and Decision Making29:40 - Understanding Leadership through Hidden Emotional Contracts43:06 - The Hidden Emotional Contract in Work **Guest Information** Phillip Curran is the founder of Renova, a senior human capital advisory firm providing interim CHRO leadership and strategic counsel to CEOs and private equity operators. He is the creator of the ARC Diagnostic, a tool that measures leadership reliability at the enterprise level. His first book, The Hidden Emotional Contract, publishes August 17th. - Company: Rinnova HR - LinkedIn: Phillip Curran --- **Companies Mentioned** - Renova - IBM - Capital One --- **Websites Mentioned** - Rinnova HR - Phillip Curran on LinkedIn --- **Key Takeaways** - Culture is the lived experience of the people working for you, driven by the exhibited behaviors of leaders. HR cannot create it. - When five executives hold five different definitions of an active customer, the cost is not just a reporting issue. It slows decisions, breaks operations, and shows up as eroded exit value. - The eight promises: dignity, clarity, safety, meaning, growth, recognition, belonging, and agency. Breaking any of them causes people to pull back long before the numbers reflect it. - Decision velocity always matters in private equity. Anything that puts a foot on the brake, whether role confusion or lack of strategic clarity, destroys value. - The hero culture PE environments breed is a single point of failure, not a feature.

    Why Your Data Problem Is Actually a Leadership Problem
  5. ٦ أغسطس

    Why 80% of Founder CEOs Fail After PE Buys Their Company

    Behind every value creation plan, there is a data problem. But behind every data problem, there is a people problem. In this episode, I sat down with Kit Lisle, a former US Army intelligence officer turned middle market M&A veteran, who spent 30 years watching private equity backed executives succeed and fail in the same environments for the same reasons. Kit built The Operators, a peer community now nearly 800 members strong, because he got tired of watching talented executives get dropped into hostile ownership transitions with no map, no lexicon, and no honest conversation about what they were walking into. He also spent six months building his own definition of value creation because he got tired of getting 23 different answers every time he asked the question. What came out of that work is a six-lever framework that reframes how operating teams and deal teams should think about performance inside a portfolio company. We go through every lever, including the one most people skip straight past, which is alignment, and I push back on a few of his points with what I have seen on the data side inside portcos that are two to three years into a hold and running out of runway. We also get into why the wait-and-see doctrine is costing PE firms real money, why the definition of "operator" shifts entirely depending on whether the board is happy with you, and what founder CEOs consistently get wrong in the first 90 days after taking institutional capital. This one is practical, direct, and pulls no punches. 0:00 - Private equity is under real pressure 1:18 - Kit Lisle and his background 2:14 - Defining value creation clearly 3:25 - Alignment as the first lever 8:12 - Operational improvement and change management 11:09 - Fact-based decision making in portcos 14:30 - The Operators community and what sponsors never hear 20:28 - The tension between operating partners and deal teams 25:04 - Why the 80% misalignment rate persists 32:32 - What founder CEOs must do to survive PE Companies Mentioned Capital One IBM A Claro Growth Partners The Operators Websites Mentioned theoperators.pe (Kit Lisle's peer community for private equity backed executives) Guest Information Kit Lisle is the founder of A Claro Growth Partners, a growth strategy firm, and the builder of The Operators, the peer community for private equity backed executives. He spent 30 years in the middle market M&A space and began his career as a US Army intelligence officer. After years of watching misalignment crater value creation plans, he developed his own six-lever framework for defining and delivering value inside PE-backed companies. He is also the author of the Strategic Growth Council advisory group and a regular speaker and contributor inside the PE operating partner community. LinkedIn: https://www.linkedin.com/in/kit-lisle/ Website: theoperators.pe

    Why 80% of Founder CEOs Fail After PE Buys Their Company
  6. ١٥ يوليو

    The Compliance Reality Nobody Tells You About AI

    Brandon Micci has spent his career inside some of the largest financial institutions in the world, deploying AI and data infrastructure at a scale most companies only talk about. In this episode, we go into what it actually takes to get AI into production inside a regulated organization, where most initiatives stall before they ever reach users, and what the right sequencing looks like when budget and time are limited. We cover the lessons from building a 30,000-user analytics culture at Capital One, the compliance reality of deploying a language model to 27,000 people at JPMorgan, and the practical advice any mid-market company can act on right now to get AI working in the right direction. TIMESTAMPS [0:52] Welcome to The PE Data Guy [1:18] Brandon Micci's Career Background [3:01] Tableau and Capital One Culture [8:25] Safe AI Rollout Best Practices [13:41] Building the CEO Dashboard [17:40] JPMorgan 27,000 User Deployment [22:25] AI Strategy on a Smaller Budget [33:50] Investing with a Long-Term View COMPANIES MENTIONED Capital One, JPMorgan Chase, Citigroup, Southwest Airlines, PwC, Booz Allen Hamilton, Alteryx, Tableau, Oracle, Meta, Palantir, SpaceX, Micron, SanDisk, Lovable, Cursor WEBSITES MENTIONED No specific websites were referenced in this episode. GUEST INFORMATION Brandon Micci is a data and AI executive who has led large-scale initiatives at Capital One, Citigroup, Southwest Airlines, and JPMorgan Chase. At JPMorgan, he oversaw the deployment of an LLM assistant to 27,000 users across the payments organization. He focuses on helping organizations build a clear ROI case before committing resources to AI.

    The Compliance Reality Nobody Tells You About AI
  7. ٩ يوليو

    Why 90% of AI Pilots Fail Before They Start

    Behind every value creation plan, there's a data problem nobody wants to talk about. In this episode, I sat down with Ben Banks to get into why the vast majority of enterprise AI deployments are delivering no measurable P&L impact, and what AI readiness actually means beneath the slogan. Ben brings 30 years of operational experience, with 18 of those leading global transformations and exit readiness programs across complex PE-backed platforms. The conversation gets real fast. We went deep on business coherence as the actual gating factor holding companies back, not technology. The Zillow Offers story alone is worth the listen. $881 million in losses, 2,000 jobs gone, and every single layer of the transformation stack implicated. We also got into why most AI pilots are structured to fail, what PE firms are missing when they rush to deploy, and how the companies getting AI-ready right now will be the ones buying their collapsed competitors for pennies on the pound by 2027. Timestamps Behind every value creation plan, there's a data problem nobody wants to talk about. In this episode, I sat down with Ben Banks to get into why the vast majority of enterprise AI deployments are delivering no measurable P&L impact, and what AI readiness actually means beneath the slogan. Ben brings 30 years of operational experience, with 18 of those leading global transformations and exit readiness programs across complex PE-backed platforms. The conversation gets real fast. We went deep on business coherence as the actual gating factor holding companies back, not technology. The Zillow Offers story alone is worth the listen. $881 million in losses, 2,000 jobs gone, and every single layer of the transformation stack implicated. We also got into why most AI pilots are structured to fail, what PE firms are missing when they rush to deploy, and how the companies getting AI-ready right now will be the ones buying their collapsed competitors for pennies on the pound by 2027. Timestamps [00:04:27] | AI pilots missing the foundation [00:07:45] | Transformation theater and AI hype [00:09:45] | Workflows vs. replacing humans [00:21:25] | Zillow's $881M AI failure [00:31:50] | Business coherence explained [00:36:36] | Dirty data starts at the top [00:43:37] | AI readiness and exit valuation [00:46:47] | 60-second diagnostic tool Guest Information Ben Banks has spent 30 years inside complex operational systems, with 18 leading global integrations, transformations, and exit readiness programs across tier-one PE funds in the upper middle to large cap market. He built the Growth Engine, an operating framework designed to reduce acquisition lifecycle cost, improve integration velocity, and build cleaner exit stories from day one. He works with PE operating partners and portfolio companies preparing for liquidity events. Companies Mentioned Zillow IBM Capital One McKinsey Forrester MIT OpenAI Anthropic Nvidia Amazon Websites Mentioned https://www.linkedin.com/in/ben-banks https://www.zillow.com https://www.forrester.com https://www.mckinsey.com Takeaways 90%+ of AI pilots are failing to deliver measurable P&L impact. Getting business coherence right, not technology, is the thing that determines whether enterprise AI works or wrecks a company. PE portfolio companies that are not AI-ready going into a sale in the next 12 months are facing real valuation discounts from buyers who will price in the remediation work. Guest Information Ben Banks has spent 30 years inside complex operational systems, with 18 leading global integrations, transformations, and exit readiness programs across tier-one PE funds in the upper middle to large cap market. He built the Growth Engine, an operating framework designed to reduce acquisition lifecycle cost, improve integration velocity, and build cleaner exit stories from day one. He works with PE operating partners and portfolio companies preparing for liquidity events. Companies Mentioned Zillow IBM Capital One McKinsey Forrester MIT OpenAI Anthropic Nvidia Amazon Websites Mentioned https://www.linkedin.com/in/ben-banks https://www.zillow.com https://www.forrester.com https://www.mckinsey.com Takeaways 90%+ of AI pilots are failing to deliver measurable P&L impact. Getting business coherence right, not technology, is the thing that determines whether enterprise AI works or wrecks a company. PE portfolio companies that are not AI-ready going into a sale in the next 12 months are facing real valuation discounts from buyers who will price in the remediation work.

    Why 90% of AI Pilots Fail Before They Start
  8. ٥ يونيو

    Why Hiring Works More Like Sales Than HR

    We covered why the Rolodex only approach keeps failing, how to write job descriptions that pull in the right people, and what private equity teams can do to build discretionary effort after an acquisition. Frank also shared a simple metric that too many teams ignore: quality of hire, measured early and consistently, not months later when everyone is already frustrated. The theme that stuck with me was clarity. Chapters: 00:04 - Acquiring Candidates: A Sales Funnel Approach04:39 - The Importance of Effective Recruiting07:52 - Understanding Onboarding and Probation Periods15:56 - The Seven Deadly Sins of Recruiting24:53 - The Seven Deadly Recruitment Sins32:36 - The Intersection of Dating and Recruitment38:30 - Transitioning to Discretionary Effort in Private Equity45:42 - Navigating Leadership and Clarity in Private Equity Companies Mentioned IBM Capital One Google LinkedIn Indeed Canva Websites Mentioned tankrecruiting.com youtube.com Guest Information Frank Lofaro runs Tank Recruiting and helps companies build a recruiting operating system, not just fill a single role. Their process focuses on qualification, amplification, evaluation, and closing so teams can hire faster and reduce reliance on placement fees. Brief Takeaways Quality of hire needs an early signal. Weekly red yellow green feedback prevents surprise failures at month six. Job descriptions work better when they lead with the role’s pull, the results expected, and a clear picture of success.

    Why Hiring Works More Like Sales Than HR

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Private equity meets data. Conversations with deal teams, operating partners, and portfolio company leaders about the data problems that kill deals, slow exits, and destroy value. Hosted by Graeme Crawford, founder of Crawford McMillan. 20 years leading data programs at Fortune 100 companies. Now helping PE-backed companies fix data before exits so the numbers hold up under scrutiny. New episodes cover diligence red flags, value creation playbooks, and the real stories behind successful (and failed) transactions.