I have found that go to market adjacency is THE critical nuance to the BBP discussion. Often times, the time risk of build is not creating the product, but the required time for market building and field enablement. Buying can therefore often be about GTM muscle vs. just portfolio addition. I have learned that any portfolio expansion conversation requires an honest understanding the elasticity of the brand promise, depth of customer relationships and the market adjacency of the added roadmap. These points are additive to the above not instead of course (and not just for PE).
I have found that go to market adjacency is THE critical nuance to the BBP discussion. Often times, the time risk of build is not creating the product, but the required time for market building and field enablement. Buying can therefore often be about GTM muscle vs. just portfolio addition. I have learned that any portfolio expansion conversation requires an honest understanding the elasticity of the brand promise, depth of customer relationships and the market adjacency of the added roadmap. These points are additive to the above not instead of course (and not just for PE).
This is a masterclass in how PE-backed execs should approach capability gaps, especially in high-cost, operationally critical areas like logistics.
Appreciate the breakdown. It's frameworks like this that help ops leaders move fast without leaving value on the table.