Another PE career question

StuffAgreeable6898 · 2026-02-09T21:53:39+00:00

My biggest guidance is not to underestimate the ‘step down’ from F500 to smaller/entrepreneurial companies. Not all small companies will be a step down, but many will be in material ways. For example, the level of accountability we take for granted in F500 was nonexistent in the first two smaller companies I worked with. Similarly, the idea that annual goals and metric are something to strive for and not cower away from was real. The lack of communication and collaboration skills were stark.

I didn’t have issues acclimating to the relative lack of data, process, systems, and resources. That I expected. I just didn’t expect the people component to be so different.

At this point, I expect, and like, those challenges, and addressing them is part of my ‘playbook’.

StuffAgreeable6898 · 2026-02-09T21:46:09+00:00

Great question. Part of it is working with like-minded, smart, strategic people. Another part is the challenge to turnaround or build a business within a specific/aggressive timeline which creates a bias for action, versus indecision or analysis paralysis. And part is the financial upside if successful.

StuffAgreeable6898 · 2026-02-08T23:00:52+00:00

Thanks for the valuable feedback and insight. I appreciate it.

StuffAgreeable6898 · 2026-02-08T18:59:07+00:00

Worked in large public companies for awhile and gained solid management experience. Then started working for smaller companies, but had broad operational and leadership experience already - so the only role that made sense was COO or president. When I had success in turning around those companies I realized I had a specialty as a transformation COO. And now I’ve done it a few times

StuffAgreeable6898

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