Jonathan spent the last two decades in senior roles across a variety of high growth technology companies. Prior to Uber, he served as SVP of Business Development and a member of the founding team at Swipely (now Upserve), one of the fastest growing payment companies in the US and part of Vista Equity Partners’ portfolio. Mar 23, 2018 Robert Smith is the Founder, Chairman, and Chief Executive Officer of Vista Equity Partners. A March 2018 Forbes profile described Vista’s performance: “Since the firm's inception in 2000, Vista's private equity funds have returned 22% net of fees annually to limited partners, according to PitchBook data. Mar 09, 2015 Vista Equity Partners Fund III generated a 2.36x total value multiple as of Dec. The firm has developed a series of core best practices—known as Vista Standard Operating Procedures.
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Standard Operating Procedures Lab
By Hugh MacArthur, Graham Elton, Daniel Haas and Suvir VarmaHigh asset prices and less confidence in market beta to lift returns in recent years have greatly narrowed the margin of error for private equity firms to deliver acceptable returns. Some general partners have looked back at the past decade of trials and errors to identify lessons and patterns that will shape their next approach to value creation. They have drawn up playbooks consisting of detailed, sequenced actions taken over time to maximize value from each investment.
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The application of a playbook to a target company will depend on three factors. The first is the industry, as specific cost bases and capabilities have more or less relevance to individual industries. Manufacturing optimization clearly looms large in the chemical industry, and marketing and branding figure prominently in consumer products.
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The second factor is the investment thesis: A playbook suited to a target company that has solid operations and is poised for growth may not work with a bloated company in distress. Third, the playbook should accommodate the target’s strategy to move the business forward. Companies competing in the same market can have very different strategies, and strategy determines where a PE firm can cut costs and where it should double down on investment.
Given these factors, PE firms with the most highly developed playbooks today tend to define their deal sweet spots narrowly. They may focus on investments in a single industry or on businesses across industries but with similar investment theses and opportunities for creating value.
Vista Equity Partners, which invests primarily in software and technology-enabled companies, applies a set of more than 50 proprietary standard operating procedures in areas such as product development, sales and marketing, customer support, professional services and general administration. Vista’s in-house consulting group works with investment professionals and portfolio company executives to apply those best practices. In a recent case, Vista sold TransFirst, a payment processor that Vista had acquired for $1.5 billion a little more than a year earlier, for $2.35 billion. PE Hub reported that Vista focused on building out TransFirst’s back-end settlement capability while enhancing its sales channels.
3G Capital has a well-defined playbook that applies zero-based budgeting to consumer products or retail companies. This differs from traditional budgeting processes by examining all expenses for each new period, not just incremental expenditures in obvious areas. A zero-based approach puts the onus on managers to justify the costs that need to be kept—a subtle but powerful shift in perspective from what should be removed. Teaming with Berkshire Hathaway to acquire Heinz, 3G eliminated roughly 7,000 lower-value positions and rationalized corporate and manufacturing footprints. 3G’s plays raised EBITDA margins from 18% to 26%. After aggressively expanding margins, 3G ran another play from its book, successfully merging Heinz with Kraft.
While many playbooks started with a focus on cost reduction, the most successful ones today contain a strategic blend of cost and growth moves. Cost cutting is no longer sufficient on its own to generate strong returns. To reliably create value and obtain the desired multiple upon exit, a portfolio company must be set up to achieve profitable growth over the long term.
Audax, for example, focuses exclusively on finding solid middle-market companies that it can transform, through add-on acquisitions, into market leaders. Since its inception, Audax has invested $4 billion in 101 platform investments and 534 add-on acquisitions, often in fragmented markets. In one example of its buy-and-build playbook, Audax bought Advanced Dermatology & Cosmetic Surgery, a US physician practice with a strong presence in Florida and Ohio. Some 40 add-ons and five de novo clinics later, Audax had built the business into a national platform and invested in centralized support services, resulting in expanded relationships with payers and higher clinic utilization rates. Since its initial investment in 2011, revenue quadrupled to more than $200 million, and Audax sold the asset to PE firm Harvest Partners in 2016, retaining a minority stake.
All PE firms want to create value as quickly as possible—to grow revenue and take out cost—and a strong playbook helps to accomplish that.
Read more: Global Private Equity Report 2017
Hugh MacArthur, Graham Elton, Daniel Haas and Suvir Varma are leaders of Bain & Company’s Private Equity practice.
Sometime prior to Nov. 25, the day Vista Equity Partners formally announced the completed acquisition of Omnitracs, the new owners made one thing very clear to John Graham, the organization’s new CEO.
Vista is a large company with numerous vertically oriented software and data-enabled businesses. Vista executives told Graham they did not know the “what” and “why” for trucking technology; they expected Omnitracs to know this information from its own expertise in the trucking domain.
Vista would, however, now be telling Omnitracs how to do it, said Norm Ellis, vice president of transportation and logistics sales, services and marketing for Omnitracs. Ellis shared his thoughts on the Vista acquisition during a phone call with CCJ on Dec. 5.
Vista has a set of standard operating procedures for every aspect of software development from gathering requirements to writing the code, testing and deploying new applications to the industries it serves.
“They are the experts at that and that is exactly what we need,” Ellis said. “We now have a partner that has processes on how to do the development, to find the requirements, and achieve a return on investment that customers are thrilled about. This is Vista’s intellectual property.”
Ellis knew of Vista’s standard operating procedures (VSOPs) before the acquisition, but neither he nor anyone else at Omnitracs were allowed to see anything in writing until the deal closed. Now the books are open, Ellis said Omnitracs will be able to develop technology more efficiently and faster than ever before.
“Our customers will be the greatest beneficiary a year to 18 months from now,” he said.
Vista Equity Partners Standard Operating Procedures Definition
On the same day Vista announced it had cleared the last hurdle for purchasing Omnitracs, it broke the news that Roadnet Technologies, a provider of routing, scheduling, optimization and mobile resource management software, will be joining Omnitracs as part of a single organization.
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Omnitracs considered buying Roadnet during the time Qualcomm had ownership but decided to back away as Qualcomm was pursuing buyers. Vista knew Omnitracs was interested in Roadnet, however, and decided to pursue the deal on its own.
Why Standard Operating Procedures
“Customers expect us to grow and add onto our portfolio,” Ellis said. “We now have a perfect owner in Vista. They came at the right place and the right time.”
Discussions between Omnitracs and Roadnet are now underway, he added, and the combined entities are pursuing opportunities to better serve fleets in need of integrated telematics and route planning systems, especially those moving into dedicated operations to replace their customers’ private fleets.
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