How to build a business team for private equity - add an older woman

Start ups are like an intense marriage and choosing a woman 50+ to be a founding member, particularly if you are all males under 30, could be a savvy choice. “Get over the stereotype of mum with the cookie tray nagging about a messy room. At age 53, Arianna Huffington did a start up bloggers’ forum website called The Huffington Post which went on to get sold 6 years later to AOL for US$315 million.”

 “On BNN, The Pitch, we had a team of impressive young men, MBAs, pitching their online furniture business. I turned them down as the passion for profit was apparent, but for furniture, not so much. I had spent the weekend with a woman 50+ who had decorated her home using Kijiji. Now, if she had been part of the team with her online knowledge of competitors and experience shopping online, they would have got the thumbs up. She would have supplied that Tony Hsieh passion – the fellow who founded Zappos, the online shoe website. Investors bang their heads on the table saying repeatedly that the reason they invest is the founding team. If person fills a set of core skills, choosing an older woman would bring a slew of additional soft factors to comfort investors and get them to write a check. ”

If you are in your fourth or fifth decade (or even just thinking ahead), and still planning to make your millions, we have some inspiration for you. These fearless, foxy and over-40 women used their wisdom and savoir-faire to carve out their own places in the world — and were handsomely rewarded for their efforts.

1) Ursula Burns (Born 1958)

Early life: Joined Xerox in 1980 as a summer intern. She took time off to pursue her Master's Degree, but continued to work at Xerox's corporate office in various roles throughout her 20s.

The turning point: In 1990, a male senior executive at Xerox offered her a job as his executive assistant. No doubt, anyone might have thought of this as a dead end for career aspirations. However, Ursula took the job and then went on to climb the ladder of executive assistant-dom, working for the Chairman and CEO within a year. Finally, at the age of 41, she was appointed vice-president and then senior vice-president.

The breakthrough: Ursula worked closely with Xerox's first female CEO, Anne Mulcahy, and went on to succeed her as CEO in 2009. Ursula was 50 years old at the time.

Why we love her: The first woman to succeed another woman as CEO of a Fortune 500 company and become the first female African-American CEO of a Fortune 500 company. Mostly, though, we admire Ursula's confidence in taking a job she probably felt was beneath her, while recognizing that she would use the opportunity to her great advantage.

2) Arianna Huffington (born 1950) 

Early life: Born in Greece and educated in England, Arianna wrote several books, magazine articles and was often a commentator on news talk shows. For many years however, her biggest claim to fame was as "wife-of" politician Michael Huffington, whom she divorced in 1997 at the age of 47.

The turning point: In 2003, she ran for the office of governor of California and lost to Arnold Schwarzenegger (insert your own joke here!). She needed a new focus and realized the future was the internet, so the 53-year-old launched Arianna On Line and became a pioneer among female internet bloggers. At the time, most internet bloggers were introverted males, but this did not deter her vision.

The breakthrough: In 2005, Arianna re-launched her site to become The Huffington Post. Known as HuffPost among its fans, the site rapidly became a forum for discussion on current events as well as a gathering place for bloggers. It grew to become one of the biggest media brands on the Internet. In February 2011, AOL acquired the site for US$315 million.

Why we love her: Arianna never shies away from an opinion or a debate and she encourages the same in others. At a TED Talk, Arianna gave her top advice for women who want to succeed - get more sleep!

3) Carolina Herrera (born 1939)

Early life: She grew up in Colombia, in a privileged family where she was not expected to work, and was married off at the age of 18. Though she had two daughters, the marriage did not last. She was the first person in her family to divorce and humbly moved back in with her parents. She married again, to the love of her life, a few years later and had another two daughters.

The turning point: While she had always loved fashion, Carolina had only worked briefly in the industry as a publicist for Emilio Pucci in the mid-1960s. At the age of 40, she decided to get serious about her passion. She thought about designing a line of fabrics, but was encouraged by a good friend to think bigger.

The breakthrough: Despite her family's skepticism, Carolina sketched 20 gowns and had a dressmaker in Caracas sew them. She carted them to New York and started showing them around. She was shocked when the orders started flying in. Unfortunately, she only had the samples and no plan for production. She returned to Caracas, found an investor and then in 1981 set up an atelier and showroom in New York under the brand Carolina Herrera Ltd.  She was 42 years old.

Why we love her: Carolina came from a traditional world where it was not looked upon favourably for a woman to have a job. She defied traditions and believed in herself, despite the shaking heads around her, and become an international success. Yet she retains her poise, grace and values. She never works late or on weekends and does not expect her staff to either. She says, "If it can't be done between 9 and 5, something is wrong."

4) Liz Claiborne (1929 - 2007)

Early life: On a family trip to New York City in 1951, Liz declared she was staying. The Belgian-born 21-year-old got out of the car and, with $50 from her father, went to stay with her grandmother. She found work with a clothing designer and for the next 20 years apprenticed with the New York fashion scene's finest.

The turning point: When her son reached the age of 18, Liz felt that if anything happened to her, he was now of an age where he could support himself. She decided the time was right to take a risk. She gathered up $50,000 of her own savings, plus $200,000 invested by friends, family and business associates.
The breakthrough: Liz launched her eponymous fashion line at the age of 47.  In the first year, she experienced sales of $2 million. Within two years, her profits were $23 million and she went public in 1981, making the Fortune 500 in 1986. Not only was this sweet recognition for the company's 10th anniversary, it was the first time that a company founded by a woman made the Fortune 500 list.

Why we love her: As a working mother, Liz was dialed in to the growing number of women in the workforce who needed practical yet stylish corporate clothes. She trusted her instincts and bided her time. Her rule of thumb was that she would never price her items higher than what she would be willing to pay and was known to pose as a sales clerk in order to get objective opinions from the women buying (or not buying!) her clothes.

Do you think innovation can be increased?

Revealed in Connected is that our social networks drive and shape our lives. You are impacted daily by the people around you.
Nick Christakis writes about how much money you make and even if you vote is all determined by your social network.
We are like flocks of birds or schools of fish making subtle changes from those around us. Unconsciously, we are led by those around us which is why you do want to join that expensive business club, or get the best university degree and go to the alumni events as much as possible or set up a meeting with someone who is far ahead of you.
I wrote in my book, The Power of Strategy, that if you hang around with the same golf buddies only, that you will not move beyond them. This book is a good read that confirmed to me the power of business clubs, university alumni events and conferences. Pick your networks and those with whom you share social networks. Make sure at least 20% of those people scare the heck out of you. Do one monthly event where you are uncomfortable. Change up your social group to get different life results.
Thank you to Rick Belcastro of EFG Canada. Rick is a wealth management specialist and is one of those people who knows how to network and socialize very well.

Top 5 annoying jargon for Private Equity

When reading a business plan, I concede that jargon words are used to simplify complex businesses. "Platform" or "solution" or  "best of breed" are common, but there are so many I hear on a daily basis that make me cringe - at the end of the day, we are all in this together. Let’s collectively pull on the rope, see if we can stretch the envelope, reach a higher plain, chase our dreams, grasp the nettle and take a bird’s eye view of our collective responsibilities. Let’s reach for the stars and remember there are no problems there are only opportunities, another day another opportunity. If we outsource and offshore nothing is beyond our grasp, pick the low hanging fruit, seize the moment and if you have to ask where we are going you aren't there yet - we definitely need a road map.

Here, we list the 5 words and phrases these executives would outlaw:

1. Reaching out

– Michael De Pencier, managing director, Investico

2. Downsizing

– John Loewen, private equity financier, Loewen and Partners

3. Underlying

– Martin McCourt, chief executive, Dyson

4. "Run this up the flagpole and see who salutes."

– Cathy Turner, group HR director, BMO

5. "Soft skills."

– Sandra Porter, HR director, Starbucks

A professional writer has a few words of his own that he sees as lazy. Maybe, this non-business writer can even give you a fresh perspective on your Twitter writing:

Words are the lifeblood of your writing. They’re what you use to build credibility or diminish it. Words matter. They’re what make your arguments more compelling, your prose stronger, and your craft more captivating. Untrained writers can be careless with their words. It takes discipline to use these tools well.

“Stuff” Stuff is a lazy word. Only use it sparingly when you’re intentionally trying to be informal. Instead, use a more descriptive noun.

“Things” Things is another lazy word. People often overuse it. While not always inappropriate, it also should be used on rare occasions.
Things is nondescript and can often be replaced with much better nouns, such as “reasons” or “elements” or “issues” and so on… 

“Got” Got is a terrible verb. It mean obtaining something or as a helping verb like have. More often than not, got can usually go away.
Instead of saying “I got up”, say “I woke up.”
Instead of saying, “I got a baseball”, say, “I have a baseball”.

Read more writing tips by Jeff Goins here: 

3 Reasons for business owners to listen to Rick Nathan

Recently, on BNN The Pitch, Andrew Bell asked a very good question about what private equity judges to be their most important reason to do a deal. Rick Nathan answered. Now Rick runs Kensington, one of Canada's best funds, and he built the CVCA, so we are talking about a deep experience of great partnerships with business owners. Anyone watching the show, deep down in their bones, would also have known the answer.
Quite simply, it is the people.
Early stage owners nod their heads - I'm a good guy, my golf buddies like a beer with me after a game.
Well, that was not Rick means. He judges their business readiness. Rick tends to focus his questions on The Pitch around these three points:

1. What have they accomplished in the past? 
2. What networks do they operate within - is there a top level adviser involved? 
3. How much business acumen is in their team and are they to really grow their business? Have they really analysed their competition and how they can build a niche market and expand from there.

To give Rick's focus on the people a bit of meaning, let me run through a personal example that happened to me after The Pitch went on air. I got a call from an entrepreneur who had a product and wanted help. As I gently probed, he revealed that he had not even drafted one page of information about his concept, did not have any social media accounts where we could connect, was still using hotmail for his email and did not even have a professional signature line in his email where you have a phone number and your name in full.
Why bother phoning then? Why not just chat to your golf buddy? How am I going to take a few minutes to help someone not in my client segment? I enjoy helping but if there is nothing for me to email to someone else, then there is not a starting point.
I also asked if he would go on The Pitch to just even discuss his business idea, but that was a damp squid too.
To all those entrepreneurs, to get Rick Nathan to help you, have a full business plan, a full PowerPoint deck. At least read one book on how to attract money. An easy book that is popular with the BDC and the VCs, a go-to-guide as you develop a business, is Money Magnet. Otherwise, browse the Internet.
At least set up a Twitter account.

Jacoline Loewen is an expert in private equity and you can see her on BNN The Pitch

More companies come off the stock exchanges - thank goodness

Reading about the 2008 crash is interesting as all the signs were visible. There were certainly steps that could have been taken before 2008. 

Getting the financial analysts off the backs of the corporations, for example. 

It was almost as if companies were being managed from the offices of such people, who insisted on major changes with barely any knowledge of what really went on in these massive enterprises, let alone caring about their long-term future. More companies could have come off the stock exchanges, or never have gone on to them in the first place. There were other, more patient and sensible ways to finance enterprises.

Private equity, for example.

The game changer is private equity. My favourite money people act as a mini bank but who deal with flesh and blood people. This private equity actually looks for company owners who treat their customers as worthwhile serving repeatedly for many, many years. The best private equity are owners themselves and tend to take a non control position and let the owners get on with serving their clients.