Mike Hicks' connection to investing in mid-market companies dates back to 1994, when he worked at the EBRD, contributing to the creation of the first private equity fund in Romania. After overseeing a joint venture between Creditanstalt Investment Bank and Advent International, he developed a keen interest in enhancing investor-management interactions, dedicating over 20 years to this pursuit.

In 2010, Mike founded Catalysis, following several years of leading a similar practice at Grant Thornton. With the support of skilled colleagues, he has managed over 375 projects since the company's inception, Mike advocates the importance of coachability and partnership in navigating the complex landscape of mid-market firms.

In this episode, Dominic explores the myths and realities of private equity as Mike dismantles common misconceptions about management and investment partnerships. Highlighting the nuanced dynamics between investors and business leaders, he explains that in smaller companies, collaboration often trumps the fear of management changes. 

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The Role of Private Equity in Business Growth: Private equity plays a crucial role in providing funding for businesses, particularly those lacking tangible assets for traditional bank loans, such as tech companies. It serves as an alternative to the UK's shrinking bank funding market by offering equity, facilitating business growth, and providing management teams a pathway to personal wealth.

Misconceptions About Private Equity: Management teams often face misconceptions about private equity investment. Some assume operations will continue unchanged, while others fear losing control to investors. In truth, investors aim to add value and collaborate for improvements without seizing control of the business.

Team and Organisational Alignment: Aligning the management team’s capabilities with the business's needs is crucial. This match depends on the business model's complexity, market conditions, and growth goals. Businesses often require guidance to optimise their leadership teams to effectively meet these demands.

Governance and Strategy in Management: Effective governance should balance strategy formulation and operational execution without overwhelming management. Boards should prioritise maintaining this balance to ensure alignment with value creation rather than focusing solely on financial oversight. Keeping boards small and focused helps avoid operational inefficiencies.

Mistakes in Scaling Businesses with Private Equity: Common mistakes in scaling businesses post-private equity deal include neglecting due diligence insights, misunderstanding strategy, underestimating organisational inertia, confusing change activity with results, hastily making key personnel decisions, and suffering from unbalanced governance. Avoiding these pitfalls is essential for the success of private-equity-backed ventures.

Higher Multiples with Demonstrated Scalability: Businesses that can demonstrate scalability, such as sustainable growth and robust operational capacity, are more likely to attract higher multiples and favourable responses from investors during deals, highlighting the importance of long-term strategic planning.

Book recommendations:

Rory Sutherland - Alchemy

Ben Horowitz - The Hard Thing About Hard Things

Mike’s book Assessing And Strengthening Teams and Organisations is out now.

Dominic’s book Mind Your F**king Business is out now