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Kian Capital Deploys DealCloud

Kian Capital, a Charlotte, NC and Atlanta, GA-based investment firm with over $425 million of capital under management, has deployed DealCloud. The firm provides growth capital to established lower middle-market companies and often serves as the first institutional capital provider to closely-held businesses. The firm is focused on investments in the business services, distribution/logistics, healthcare services, consumer services and products, as well as niche manufacturing industries.

“When I joined Kian, we were using a well-known CRM platform with a “tailored” portal for private investors. Having had the benefit of implementing DealCloud at a prior firm, the contrasts I observed were stark and the choice to switch was an easy one to make. DealCloud’s robust technology backbone, customizable interfaces, elegant design and outstanding customer service stand out,” says Kian Capital’s David Duke, Managing Director of Business Development. “DealCloud has quickly become a critical part of our overall development and deal management efforts. We’ve only scratched the surface on other value-add ways we’ll ultimately utilize DealCoud’s capabilities in areas like fundraising and portfolio management.”

“Kian is a strong, reputable firm that closed over 12 deals in 2018 and is off to an impressive start in 2019,” said Ben Harrison, DealCloud Co-Founder and Chief Revenue Officer. “We’re proud to support them with our deal management and business development platform.”

About Kian Capital

Kian Capital Partners, LLC (“Kian”), an investment firm with over $425 million of capital under management, provides flexible capital solutions to established lower middle-market companies, often serving as the first institutional capital provider to closely held businesses. Kian has the flexibility to participate in all forms of junior capital, including common stock, preferred equity and subordinated debt. Kian’s investments typically incorporate both equity and subordinated debt and Kian can act in either a control or non-control capacity. Kian has offices in Atlanta, GA and Charlotte, NC. For more information, visit www.kiancapital.com.

About DealCloud

DealCloud, an Intapp company, provides a single-source deal, relationship, and fund management platform to enable over 600 clients to power their deal-making process from strategy to origination to execution. We offer fully configurable solutions purpose-built for the complex relationships and structures of private equity and growth capital firms, investment banks, private and publicly traded companies, debt capital providers, and other investors. For more information, visit www.dealcloud.com.

0 comments on “DealCloud and SourceScrub Form Data Partnership, and Announce Integration with DealCloud DataCortex”

DealCloud and SourceScrub Form Data Partnership, and Announce Integration with DealCloud DataCortex

Integration of SourceScrub’s verified data into DealCloud’s DataCortex product to provide clients with increased visibility on movements and opportunities within the capital markets.

Jersey City, NJ | February 4, 2019 – DealCloud, a technology leader for CRM and deal management in the capital markets, and SourceScrub, Inc., an origination intelligence and target identification platform, announce today a strategic partnership to integrate SourceScrub data within the DealCloud DataCortex product.

“Along with countless product enhancements and opening our first European office, we’ve made several data partnerships over the last year that allow our clients to more confidently move about their day-to-day dealmaking activities,” says DealCloud Chief Operating Officer Lokesh Seth about the integration. “The launch of this particular partnership between DealCloud and SourceScrub signifies to deal professionals that not only can various data streams be accessed via the centralized DealCloud product, it can also be verified with the help of SourceScrub’s expert research team. Together, we want to empower private equity, venture capital, investment banking, and corporate development teams of all sizes to better allocate their time and more effectively validate their prospecting decisions.”

SourceScrub’s data – which is comprised of lists from over 20,000 sources including industry conferences, buyers guides, fast growth publications and market maps – is increasingly sought after by business development and deal professionals for its support in prospecting and diligence activities across the M&A ecosystem.

Through the integration, DealCloud customers can leverage SourceScrub’s private company data using industry-specific data points, such as ownership and size, along with C-level contact information. SourceScrub employs advanced search logic and technology to narrow or widen searches and is fully equipped to export lists via Excel.

“Capital is still a commodity [this far in 2019] and the market remains competitive as ever. SourceScrub provides investment professionals and bankers with relevant private company information that they would otherwise spend countless hours gathering themselves,” said Tyler Fair, CEO and Co-Founder of SourceScrub. “Even if you aren’t a ‘sourcing shop,’ you can utilize SourceScrub simply to identify other assets in a space allowing you to build market landscapes and evaluate an opportunity in real time.”

Over 500 principal investing firms, investment banks, and operating companies rely on DealCloud’s solutions for storage of proprietary data, deal sourcing, origination and deal management. In addition to SourceScrub, DealCloud has data partnerships with Pitchbook, DataFox, and Sutton Place Strategies.

About SourceScrub, Inc.

For M&A business development, SourceScrub provides research and information management systems that incorporates thousands of online sources from trade show exhibitor lists to industry buyers’ guides. SourceScrub is working 24/7 to ensure we offer accurate and current data for prospecting investment opportunities. Our sourcing data and prospecting tools promise to save time and increase deal flow.

For more information, please visit www.sourcescrub.com.

About DealCloud DealCloud, an Intapp company, provides a single-source deal, relationship, and fund management platform to enable over 600 clients to power their deal-making process from strategy to origination to execution. We offer fully configurable solutions purpose-built for the complex relationships and structures of private equity and growth capital firms, investment banks, private and publicly traded companies, debt capital providers, and other investors. For more information, visit www.dealcloud.com.

3 Key Principles to Follow When Rolling Out New Capital Markets Technologies Firm-Wide

It’s completely natural for capital markets leaders and managers to have some worries about the way a new technology solution will impact individuals, teams, and internal processes post-implementation. That’s why some organizations try to “soften the blow” by only rolling out the technology to a smaller, controlled group of users (such as by industry specialization or geographic coverage) instead of broadly across the organization.

Private equity and investment banking leaders usually come to ponder a “phased” or “team-by-team” approach because they’ve never completed a sizable internal technology implementation before; because they want to identify and triage challenges with a smaller group of people rather than expose the masses to a potential issue; or because of other trepidations. But when it comes time to make a decision, the only question that members of the leadership team and the buying committee are really trying to answer is: how painful is this going to be?

In this article, we examine the three fundamental principles to consider when rolling out a new technology. With hundreds of investors, advisors, and lenders faced with the need to make major internal technological shifts each day, these truths can help capital markets professionals decide what approach makes the most sense for their unique organization.

Principle #1: Don’t let what makes your firm unique slow you down

The capital markets are complex. That’s why Principle #1 emphasizes why any new technology being implemented internally should be purpose-built to handle the complex relationships, responsibilities and structures of the industry. In other words, if you have the opportunity to configure your new technology to match the intricate inner-workings of your firm and the strategies you execute on, we recommend leaning into these intricacies rather than shying away from them.

In the state of modern dealmaking, new fundraising, advisory, investment, and other opportunities come from all angles, all the time. If your teams use disparate technology platforms, communication and visibility will decrease, and your firm will miss out on new deals and engagements. To curb this, best-in-class firms are building and designing their technology solutions to meet the needs of the entire firm, however complex or unique each group or individual may be.

A common best practice is to align the technology platform to the existing team orientation, whether that be by product/service offering, coverage designations, function, etc. More often than not, capital markets professionals wear many hats and have overlapping responsibilities, so it’s best to allow all of those instances to be illuminated by the technology. Doing so will drive better outcomes in deals and fundraising processes. It will promote a more interconnected workplace.

Principle #2: This is an investment… with a high return

Buying a new technology requires money… but implementing one requires time. That’s why Principle #2 of rolling out a new technology emphasizes the time your team will need to commit in order to make the solution valuable.

Going into the implementation and roll-out stages of a technology investment, it’s important that all teams discuss how much time and energy each person can expect to invest. If the purchase is viewed as “just a test,” or a “trial,” it won’t garner the support it needs to spur user adoption and meaningful organizational change. If some people or teams are left out of this mutually agreed upon commitment, or are only included on Phase 3, for example, they are more likely to be disengaged when it’s their turn to participate and feel as though the solution “wasn’t built for them.”

Just as investors would never buy a company, let it sit idle, and only “test” out new ways to generate revenue, investment banking and private equity firms should never buy new technologies without devoting meaningful resources and human capital to the implementation and roll-out. You simply cannot disconnect the financial investment from the investment of time from all parties, and if you do, you’re setting the technology up to fail or fall short of expectations.

Principle #3: You get what you give

Nobody wants to spend weeks (or even months) going through the sales, legal and compliance processes associated with buying a new internal technology solution just to have it fail or be poorly adopted. That’s why Principle #3 of rolling out a new technology emphasizes why buy-in across leadership teams, key stakeholders, and end users is critical to success.

Whether switching systems, or purchasing a technology platform for the first time, it’s extremely important that members of your team see that the technology is being purchased in response to the pain experienced by the firm day-to-day. In other words, teams should be well-oriented with the problems that the technology will address, and how solving those problems will make the firm more efficient and more successful. 

It’s also important that the technology is described as vetted, secure, and impactful by key stakeholders such as Chief Information Officers, Chief Technology Officers, and other team members that have experience in rolling out new technologies firm-wide. Similarly, if Partners and Managing Directors position the technology as the new normal, it will be more quickly adopted. These types of endorsements will inevitably trickle down to the end users, and the end users will be better-positioned to succeed.

Conclusion

If the implementation of your CRM system feels overwhelming and complex, rest assured that following these three simple principles will get your team off to a great start.

And remember – you don’t have to go it alone. Over 600 firms have migrated to DealCloud’s platform because of the way it adapts to meet the complexities of modern deal making and of business development teams of all shapes and sizes. Our dedicated teams are available to provide guidance, and we’re proud to share our best practices and blueprints for making implementation faster and more meaningful.

0 comments on “BRG Capital Advisors, LLC (BRGCA) Deploys DealCloud”

BRG Capital Advisors, LLC (BRGCA) Deploys DealCloud

BRG Capital Advisors, LLC (BRGCA), a New York-based provider of strategic advisory services including mergers and acquisitions, balance sheet restructuring/recapitalization, growth equity and debt placements, has deployed DealCloud. BRGCA is the broker–dealer affiliate of Berkeley Research Group (BRG), which has more than 1,100 professionals in over 40 offices around the world. BRG has global experience and teams dedicated to industries where the firm’s track record and depth of understanding are among the best in class.

“DealCloud was the obvious choice for BRGCA. It’s a true end-to-end solution that solves the major issues with managing deal execution,” said Roger Johnson, a Managing Director and BRGCA Executive Team member. “With deal teams in five cities, we can work seamlessly across a single platform.”

“We are thrilled to have the BRG Capital Advisors team as a DealCloud client, and we look forward to helping them leverage our platform for their business development and deal management needs,” says Ben Harrison, DealCloud Co-Founder and Chief Revenue Officer. “We are poised to support more middle market investment banks like BRGCA in 2019 and for many years to come.”

About BRG Capital Advisors, LLC

BRG Capital Advisors (www.BRGCA.com) is a US-registered broker–dealer and member of FINRA and SIPC. Its seasoned investment bankers have worked on a wide variety of transactions for financial institutions and corporate clients. BRGCA is an affiliate of Berkeley Research Group (www.thinkbrg.com).

About DealCloud

DealCloud, an Intapp company, provides a single-source deal, relationship, and fund management platform to enable over 600 clients to power their deal-making process from strategy to origination to execution. We offer fully configurable solutions purpose-built for the complex relationships and structures of private equity and growth capital firms, banks, private and publicly traded companies, debt capital, and other investors. For more information, visit www.dealcloud.com.

0 comments on “Ride the Strong Performance Wave Well Into 2019 with These 2 Dashboards”

Ride the Strong Performance Wave Well Into 2019 with These 2 Dashboards

According to a report released by Golub Capital last week, “U.S. middle-market private companies enjoyed the strongest earnings growth in years, propelled by high demand for products and services.” Those positive numbers have piqued the interest of private capital markets participants struggling to maintain consistency and order amidst geopolitical tumult.

With almost half of U.S. chief financial officers suspecting that a recession will hit the U.S. economy by the end of 2019, however, its best not to let the strong Q4 earnings mislead you in your investment decisions.

Whether you’re a private equity professional focused on improving operations, or a corporate executive (CEO, CFO, etc.) looking to ride the successes of Q4 as far into 2019 as possible, see below for two dashboards that will help you stay organized and on target:

The Executive Network Dashboard

Creating meaningful gains requires expert systems and highly talented people, especially given the emphasis being place on operational value creation (versus simple financial engineering). Some firms even start with the executive because of their unique skill set or expertise, and build or buy a company based on him/her. That’s why private equity firms and management teams alike need to keep their executive network connections close.

While larger firms may have a dedicated person on staff to track and maintain relationships with top operating talent, the majority of firms we speak to view “executive network maintenance” as a shared responsibility. Given that, most firms leverage “Executive Network” dashboards like the one below to monitor the availability of various operators for advisory, hands-on, Board-level supervision, expert opinion, or other work.

These dashboards become particularly useful as deals progress. For add-on and platform deals alike, it’s incredibly valuable for private equity firms and management teams to have visibility on which operating professionals will be available to assist with key due diligence concerns, industry-specific competitor analysis, or integration once the deal has closed.


Many firms, when tapping into their executive network, value the ability to zero-in on industry specialists, such as healthcare tech experts.

Maintaining strong visibility on your firm’s talent network will not only help you mitigate risk, but it will help your firm think of new ways to respond to the increased demand for products and services, and ultimately propel strong earnings further into the year.

The Risk Analysis Dashboard

Nothing de-rails a quarter like an internal issue that takes your eyes off the ball. While risk mitigation is often not the main focus of senior leadership or even of operating partners, it’s incredibly important that visibility on ongoing issues be maintained.

Creating a “risk” or “issues” dashboard will help your organization’s leaders monitor the progress made on any given problem, and what deals or business opportunities that problem could affect. We recommend leveraging certain unique tags for risks and issues such as priority level (low, medium, high) and details (which turn into searchable, free-form notes).

If you’re keen to keep your corporate growth story strong, this type of reporting should be central to your organizational structure. Users can receive notifications when an issue is logged for a deal that they own, and management can receive notifications every time the status changes (for example, from “work in progress” to “resolved”). No matter the status, all risk and issues will still be stored in your CRM, and can be pulled into reports or turned into institutional knowledge.


While the executive team may not be in the weeds of every issue, it’s important that they stay abreast of anything that will put performance at risk.

When performance is strong (like it was in Q4 2018), it’s important that private equity firms and management teams think critically about what’s needed to sustain that growth. Luckily, there are internal tools that can help. These two dashboards are just a few simple ways to help increase visibility into the “make or break” factors that keep companies growing: talent and risk.

Interested in learning more about leveraging DealCloud for internal organization and monitoring? Talk to our team today!

0 comments on “New Year, New Strategy: Why You’ll Need a Deal Management Platform for Sourcing Add-ons in 2019”

New Year, New Strategy: Why You’ll Need a Deal Management Platform for Sourcing Add-ons in 2019

2018 was a monster year for deals. According to Pitchbook’s 2018 US PE Breakdown report, deal activity surpassed $800 billion for the second-highest annual figure ever. An interesting trend that the report uncovered is that, in 2018, “the proportion of deals sourced from other financial sponsors fell steadily for nearly a decade.” Even more specifically, it found that add-ons are more likely to not have private equity-backing prior to acquisition.

With the buy-and-build trend continuing to show its validity, many dealmakers are preparing to execute a more sophisticated and purpose-driven add-on strategy in 2019. With any new strategy, though, comes challenges. In this article, we explore three ways for private equity professionals and corporate buyers to more strategically source add-ons in 2019, given the trends we observed in 2018.

Know the relationship history

While the inability to identify private companies in the U.S. is not a new challenge, many private equity firms and corporate development professionals still seem to struggle with their private company relationship management. More often than not, details of the relationship and past conversations are housed in several disparate locations across the firm, or not tracked at all.

A best practice, however, is that all of the details about your firm’s correspondences with a private company be held in one central platform and be easily accessible to everyone at your firm. That way, it is clear where the relationship stands, what the next steps are, and which team member is running point.


DealCloud’s platform makes it easy for all correspondences with a private company to be tracked and accessible in one place

Analyze the industry

“The growth in add-on size may cause problems with the buy-and-build strategy because these higher-priced add-ons likely make blending down the purchase-price multiple more difficult,” says Pitchbook in its report. In order to avoid over-paying for add-on deals, private equity firms and corporate development teams should keep a keen eye on the market forces at play in any given industry.

With a mix of both proprietary and third-party data, these teams can closely watch the number of deals received in a given industry, the EBITDA range for each, and which intermediaries are bringing deals to market.


Best-in-class firms leverage industry analytics to keep purchase pricing fair

Establish a healthy blend of proprietary and third-party data

No matter if you’re a search fund just getting started, a corporate development team establishing a new growth strategy, or a private equity fund with a tried-and-true process, it’s critical that you gather a full understanding of a private company before picking up the phone or hosting a management meeting. These days, private company data is plentiful and can be fully integrated into your deal and relationship management platforms.

While proprietary data (such as logged conversations with private company owners and CFOs) is ideal, firms need to be prepared to start the relationship at ground zero. Leveraging third-party data sets like DataFox and SourceScrub will help arm sourcing and origination teams with the data it needs to have a productive conversation directly with business owners.

Interested in learning more about DealCloud’s deal management platform? Talk to our team today!