In Collective 54, we are growing, scaling and exiting our firms. Closing that final deal is a milestone. But capturing the value behind it is the real test that the deal was a good one.
Once the paperwork is signed, leadership has to integrate two organizations quickly, protect revenue, retain key talent and convert the deal thesis into operating results.
Many businesses point AI at the wrong target. They intend use it to trim costs and speed up the back office. Faster emails, cleaner reports, a little less headcount. That work is fine, but it does not make your firm worth that much more than it is today. A savvy acquirer can create cost savings pretty easily. What they cannot readily recreate is what you build on purpose to solve a specific problem, to meet a niche need. There is the shift worth making. Stop using AI to do your old work cheaper. Start using it to do work no one else can.
Early in my career, a client came to us with an idea nobody knew how to execute. My manager looked at it and said she didn’t have the time, but if I wanted to take it, it was mine.
The hardest conversation I watch founders walk into is the one where they finally decide to sell the firm they spent twenty years building. They have real revenue, a name people respect, a roster of good clients, and they expect an offer that reflects all of it. Then the buyer finishes diligence and the number comes back at a fraction of what they were picturing, or no real offer comes at all.
What the U.S. Army’s Workforce Study Reveals About the Future of Knowledge Work and What Business Leaders Should Do About It. The Question Most Companies Are Getting Wrong
Early in my career, I made a classic mistake. A coworker and I shared a stakeholder that was on the spacey side with a leisurely response time. We’d also share some stories and laughs related to this individual’s atypical antics. There was this one time that I got a reply from said stakeholder to an email I’d nearly forgotten sending. A reply which arrived almost a full month later.
The boutique professional services industry is in a death march.
AI is causing a shakeout. Some firms are closing shop. Some are retreating into lifestyle firms. The ones still fighting are fighting harder than they ever have.
Your clients are getting hammered. Boards are demanding an AI strategy. Vendors are pitching nonstop. Internal teams are overwhelmed and, frankly, scared. And somehow everyone expects leadership to have the answers. Most of them don’t – not yet.
Early in my career I attended a seminar that changed the direction of my life. The speaker walked onto a stage in front of thousands of people and owned every inch of that room before he said a single word.
I did not know it then, but what I was watching was authority in action.
Not fame. Not a title. Not a resume. Something that goes much deeper than any of those things.
Today, that equation is changing quickly. At a Collective 54 theory session (Episode 214), Greg Alexander challenged founders to stop optimizing for employee count and start optimizing for EBITDA per employee. He identified nearshoring and offshoring as one of the key levers firms can use to improve margins and scale more efficiently. He’s right, but there’s an important nuance many firms underestimate.
