A technology leader prepares to scale

Filling gaps in talent and identifying a clear path forward delivers rock-solid returns.

Ampersand was asked to identify potential challenges with our client’s latest (and quite significant) private equity investment. The multinational computer technology company was a strong addition to their portfolio; it was well-positioned to broaden its market share and possessed significant competitive advantages. Ampersand helped put the right people in the right roles, reposition the growth strategy, and develop a roadmap for the new owners.

Confronting the challenge: What we knew

The Founder/CEO was exiting to pursue other opportunities, creating a crucial gap to be filled before building toward growth. With high potential to achieve an aggressive growth strategy, identifying key strengths and overlooked opportunity areas was a must. The client looked to Ampersand to lay the foundation for a smooth transition in leadership and to recommend a talent strategy to set the organization up for successfully doubling revenue (from $500M to $1B) in three to five years.

Ampersand’s approach

As long-time advisors to this client, our Organizational Diligence process is part of their standard investment playbook. Ampersand’s approach integrated elements of assessment and leadership development to identify the strengths of the organization to hold onto and the functional gaps to fill while also facilitating alignment from all stakeholders. Through 1:1 interviews, team sessions, light-touch 360 feedback, and detailed action planning, we sparked transformation within the organization.

Discovery: What we found

The management team boasted that they were nimble and customer-intimate, but they had a small company mentality and their commitment to run lean had flipped from a strength to a risk. As a result, span of control was too broad, the culture was overly tactical and reactive, and talent resources were too sparse to support scale.

Significant deficits in bench strength were hindering the company’s ability to grow, and the absence of a seasoned HR executive with a “seat at the table” exacerbated gaps in talent. Additionally, successful acquisitions would be crucial to achieving the growth schedule; the management team needed someone with proven experience in the M&A arena.

Outcomes: What we contributed

• Determined the CFO was not the ideal candidate to step into the CEO role, but was valuable in the current role – and with a strong team, was fully capable of scaling.


• New CEO with significant M&A experience was successfully hired and onboarded to support development, communication, and alignment around a clear strategy.


• The top three executives implemented our developmental recommendations to help them build and maintain high-performing teams.


• Investors and the management team partnered to create a long-term strategic plan that was communicated and clearly understood by all.


• An HR professional with an outstanding partnering ability was hired to “bring people along” and create change.


• An organizational structure was put in place to support growth, and the leaders’ responsibilities were revised.


• A successful exit was realized ahead of schedule; investors were able to sell their share of the company at a significant premium.

Our commitment to confidentiality prevents us from disclosing the identity of our clients and other confidential information. The information contained in this case study is not intended to serve as advice.

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