Competing in a Private Equity World
EFBC Breakfast Club Recap
EFBC members and guests recently gathered at a Breakfast Club conversation with Greg Stanley, Founder and President of Accelerant Consultants. The session explored how private equity is reshaping the competitive landscape for closely held and owner-led businesses.
Private equity firms have traditionally focused on larger companies, but that is changing. Many are now actively investing in the lower middle market, placing them in direct competition with independent businesses across a wide range of industries.
Greg noted that even if business owners are not pursuing private equity, private equity may still be influencing their market.
Why Private Equity Is Expanding
Several forces are driving this shift. There are more private equity firms than ever before, with significant capital available to invest. Smaller companies often present attractive opportunities due to lower purchase multiples and strong growth potential.
At the same time, an aging population of business owners is creating more potential exit opportunities. Private equity has also broadened its industry focus beyond traditional sectors and is now active in areas such as manufacturing, professional services, consumer services, and industrial businesses.
A New Type of Competitor
PE-backed companies often enter markets with meaningful advantages. They tend to be well funded, highly structured, and focused on accelerating growth and building value. This can allow them to invest heavily, professionalize operations, and pursue market share aggressively.
Independent businesses, however, still hold important strengths. Owner-led companies often benefit from agility, strong customer relationships, deep institutional knowledge, and a long-term perspective that is not driven by a fixed investment timeline.
Rather than trying to operate like private equity, the opportunity is to understand how these competitors think while continuing to leverage what makes independent businesses distinctive.
Building Value, Not Just Revenue
A central theme of the discussion was the importance of focusing on value creation rather than simply increasing revenue.
Greg shared a framework for how businesses are evaluated, including past performance, future growth potential, and risk. Organizations with a clear strategy and operating model are better positioned to improve performance while reducing uncertainty.
He also emphasized that not all revenue contributes equally to long-term success. Pursuing every opportunity can strain resources and dilute value. Being selective about customers, projects, and growth initiatives can lead to stronger outcomes over time.
The Importance of Being Intentional
Intentional growth was a recurring theme throughout the session. Businesses that clearly understand their value drivers and ideal customers are better equipped to compete in a changing environment.
Leaders were encouraged to consider questions such as:
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Why do customers choose us over alternatives
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What truly differentiates us from competitors
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What characteristics define an ideal customer
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Which opportunities may not align with long-term goals
Clarity in these areas helps organizations allocate resources more effectively and build stronger customer portfolios.
Preparing for the Future
Even for owners who are not planning to sell, operating with long-term readiness in mind can strengthen the business. Greg described preparation as involving three areas: personal readiness, financial readiness, and preparation of the revenue function.
Research referenced during the presentation suggests that many businesses attempt to sell but only a small percentage achieve optimal value, often due to lack of preparation.
By focusing on value drivers, aligning strategy and resources, and building systems that support consistent performance, organizations can improve both competitiveness and resilience.
Key Takeaways for Business Leaders
The session concluded with practical ideas leaders can apply immediately:
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Identify where and how your business creates value
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Be intentional about growth and customer selection
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Align expectations, resources, and incentives
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Focus on long-term improvement rather than quick wins
These principles can help businesses scale more effectively, improve profitability, and compete successfully in an evolving market.
Private equity will likely continue to influence industries for years to come. For owner-led and family businesses, success does not require becoming something they are not. It requires clarity, intentionality, and a strong understanding of what makes the organization valuable.
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EFBC President’s Message:
Where Does Your Team Need Stronger Commitment?
Hello, EFBC,
Before the holidays, we spent some time talking about The Five Dysfunctions of a Team, specifically trust and the importance of healthy conflict. We talked about what happens when trust is missing and how avoiding conflict creates false harmony.
Today, I’d like to pick that thread back up, because what happens next is commitment.
Trust allows truth. Conflict sharpens direction. And commitment locks it in.
This is where teams either accelerate or drift. And it is usually not because of a lack of talent or effort, but because they have not fully decided.
Commitment does not mean consensus. It means the conversation has happened, tension has been aired, and now we can move forward together.
Now it is February, and the excitement of our new goals has usually settled. This is where commitment becomes visible. It shows up in follow-through, in alignment, and in whether we actually execute what we said mattered.
So I will challenge you this month:
Where does your team need stronger commitment?
Where have you had the discussion, but not the buy-in?
And where do you need to say, “This is the direction,” and fully stand behind it?
It was great seeing many of you at our Breakfast Club last week. The energy in that room is always a reminder of what real engagement looks like.
If you have not yet, be sure to sign up for our next one on April 8. We would love to see you there.
In the meantime, let’s keep building trust, lean into healthy conflict, and commit fully to what we say matters.
I will talk to you all soon.
Thank you.
Joel Spencer
EFBC President 2025-2026
Making Money While Doing Good
A Fireside Chat with Paul Herman
What Is Impact Investing?
Impact investing is an approach to investing that seeks to generate financial returns while also creating positive outcomes for people, communities, and the environment. Rather than viewing purpose and profit as competing priorities, impact investors look for opportunities where long term value and positive impact reinforce each other.
Rethinking Where Value Comes From
At a recent EFBC Fireside Chat, Paul Herman shared a clear message. Doing good and doing well are not competing goals.
Drawing from his work in impact and HIP investing, Paul explored how long term financial performance is increasingly tied to how companies treat people, manage risk, and build trust. Much of today’s market value is intangible, shaped by culture, leadership, employee engagement, and reputation rather than physical assets alone.
In his presentation, Paul highlighted that nearly 90 percent of stock market value is now intangible, underscoring why factors like employee satisfaction, governance, and environmental stewardship matter more than ever.
Culture, Innovation, and Long Term Performance
The conversation also touched on workplace culture and performance. Research shared during the session showed that companies recognized as the best places to work have significantly outperformed the broader market over time, reinforcing the connection between engaged employees and strong financial results.
More diverse leadership teams also tend to generate stronger ideas and better decision making, which contributes to long term growth and resilience.
Thinking in the Long Term
Paul offered a long term perspective on climate risk, using the shifting cherry blossom season in Kyoto as an analogy. Change often happens gradually, then becomes undeniable. Businesses that account for these slow moving risks early are better prepared for what comes next.
The takeaway was simple. Impact investing is not about sacrificing returns. It is about recognizing where real value is created and making decisions that align values, performance, and long term growth.
What Is Quiet Quitting? How Leaders Can Thoughtfully Address It
Quiet quitting has become a common phrase in conversations about the modern workplace. For many organizations, it presents an opportunity to better understand how employees define engagement, contribution, and balance at work.
While the term itself can sound misleading, quiet quitting does not mean employees are disengaging or preparing to leave. Instead, it generally refers to individuals focusing on the core responsibilities of their role without consistently taking on work beyond what is expected.
Understanding this distinction is an important first step for leaders who want to respond thoughtfully rather than reactively.
What Is Quiet Quitting?
Quiet quitting does not mean employees are quitting their jobs.
Instead, it describes a more defined approach to work. Employees meet expectations, complete assigned responsibilities, and fulfill their role requirements, but they are less likely to volunteer for additional tasks or stretch beyond their job description.
At its core, quiet quitting is often less about motivation and more about boundaries. In many cases, it reflects how employees are choosing to manage their time, energy, and focus at work.
Why Quiet Quitting Happens
Quiet quitting rarely appears overnight. It is often influenced by longer term dynamics within an organization. Common contributors include:
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Burnout or ongoing stress
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Unclear expectations around roles or growth
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Limited feedback or recognition
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A lack of trust or psychological safety
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Misalignment between stated values and daily practices
In family businesses and closely held organizations, these dynamics can be especially nuanced. Employees may feel deeply connected to the mission of the business while still navigating uncertainty around communication, decision making, or long term opportunities.
Why Quiet Quitting Matters
While quiet quitting is not inherently negative, it can offer insight into how employees are experiencing their work environment.
Over time, a lack of engagement can influence:
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Team collaboration and morale
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Innovation and creative problem solving
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Customer experience
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Leadership credibility
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Retention of high potential talent
When leaders pay attention early, quiet quitting can become a valuable signal rather than a lingering issue.
How Leaders Can Address Quiet Quitting
Quiet quitting is not something that can be solved with a policy change or a one time initiative. It requires intentional leadership and a willingness to listen.
Here are several ways leaders can respond constructively.
Revisit Expectations on Both Sides
Clear expectations are essential. Employees should understand what success looks like in their role today and how performance is evaluated over time. Leaders can also invite employees to share what support, clarity, or growth they need to stay engaged.
Encourage Open and Honest Dialogue
Disengagement often grows in silence. Creating space for regular, respectful conversation helps surface concerns early and builds trust across teams.
Recognize Effort and Contribution
Employees want to feel that their work matters. Consistent recognition for effort, collaboration, and follow through reinforces engagement and connection.
Invest in Development and Growth
Engagement is closely tied to opportunity. Growth does not always mean promotion. It can include mentorship, skill development, or broader exposure to the business.
Lead by Example
Employees take cues from leadership behavior. When leaders communicate clearly, act consistently, and model healthy boundaries, it sets the tone for the entire organization.
An Opportunity for Reflection
Quiet quitting is not a sign that people do not care. More often, it reflects how employees are responding to their environment and expectations.
For business owners and leaders, it can serve as an opportunity to reflect, listen, and strengthen the relationships that support long term success.
At the EFBC these conversations regularly surface among peers navigating similar leadership challenges. Through shared experiences and open dialogue, leaders gain perspective on how to foster engagement while honoring both business goals and people.
If quiet quitting is part of the conversation in your organization, you are not alone and you do not have to navigate it in isolation.
EFBC President’s Message:
Starting the Year with the Right People at the Table
As we begin a new year, I find myself reflecting on what consistently makes the biggest difference for business owners and leaders. It is not having all the answers. It is having the right people at the table.
Over the years, I have seen how powerful collaboration can be. Leaders who actively engage with peers tend to make better decisions, navigate uncertainty with greater confidence, and feel less isolated as challenges arise. In my experience, some of the most meaningful progress comes from honest conversation, shared perspective, and a willingness to learn from one another.
This spirit of connection is at the heart of EFBC. Whether through Forums, events, or informal conversations, our community exists to create space for thoughtful dialogue and long-term relationships. These moments of reflection and exchange often shape how we think, lead, and move forward.
That same spirit carries into our programming for the year ahead. In the coming weeks, we will continue bringing leaders together for conversations that encourage perspective, curiosity, and shared learning. One example is our upcoming Breakfast Club with Greg Stanley, where we will explore how private equity is shaping today’s business landscape and what that means for closely held and owner-led companies. It is designed to be an open, approachable discussion, and like many of our events, it is open to both members and guests who want to learn more about EFBC.
As we move into the year ahead, I am grateful for this community and the relationships that make EFBC what it is. I look forward to the conversations, insights, and connections still to come.
Thank you.
Joel Spencer
EFBC President 2025-2026
Incentivizing the Workforce During Economic Downturns
The Challenge of Incentivizing in Difficult Times
Incenting the workforce is difficult enough when times are good. But in economic downturns, it becomes absolutely critical. As your business struggles to make profits in the midst of reduced customer demand, supply chain challenges and market crises, how do you improve the chances of greater employee performance and retention?
Defining and Communicating High Performance
First, you must decide and communicate what higher performance looks like. What skills and characteristics will create greater value to the organization and to the market at large? It may be an improvement in current skills, or it may be an increase in the number of skills. In either case it’s an improvement in how valuable an employee is to the organization.
It may be not only skills, but also certain knowledge and characteristics. Are there knowledge components related to your industry or specific functions that can give individuals and your organization a competitive advantage? What about characteristics? Especially during difficult times, adaptability, flexibility, and accountability become “must haves” not just “nice to haves.” What have you communicated to employees and how will those valuable items be recognized? Incentivized?
Understanding What Employees Value
Second, do you know what will improve the chances of employees developing and exhibiting the identified knowledge, skills, and characteristics? Is it more money? Improved benefits? Flexibility in work hours and/or location? At the very least, how does all of this compare to what is available in the market? Does your organization offer at market, below or above market work and compensation packages?
The Role of Culture
It’s also about culture. What does your company have to offer all employees? But most importantly, your highest performers. What will improve the chances of them continuing their exemplary work and remaining with your company? Your most valuable employees want growth opportunities, decision-making authority, recognition for their contributions, and other high performing team members with whom to work.
The great majority of employees want to do good work. They just need a culture that defines what good work looks like, provides feedback relative to it and delivers consequences. Employees want to know that they are cared for and that their organizations are interested in their individual success. How well are your leaders accomplishing that responsibility? Do they know the significance of their role in the retention of your most valuable resource?
What Employees Need During an Economic Downturn
During economic downturns, people are looking for what they can count on. A rock on which they can stand. It begins with communicating what the high value knowledge, skills and characteristics are. Then confirming market competitiveness of current compensation and benefits packages. Finally, ending with culture. What makes yours attractive, especially to high performing individuals, especially during challenging economic times.
Final Thought
Get Psyched about recruiting and retaining your most valuable employees!
– George Karavattuveetil, President, Psyched!
EFBC is a supportive community for business owners and leaders who want to grow personally and professionally; contact us to explore membership.
EFBC Member President’s Message:
Giving Thanks for This Community
Hello EFBC,
It’s that week, the start of a busy holiday season, and the opportunity for that final push to close out the year strong. Amidst all the chaos, I hope you’ll take some time to slow down and enjoy what matters most.
Spend time with loved ones, keep the traditions that make this time of year feel special, and maybe start some new ones. This time always reminds me of how grateful I am for the people in my life, my family, friends, and peers, and this EFBC community that feels like all three.
So as you pass the stuffing or serve up a perfectly round slice of canned cranberries, don’t forget to tell the people at your table how much they mean to you.
Wishing you all a safe and joyful Thanksgiving.
Thank you.
Joel Spencer
EFBC President 2025-2026
Highlights from EFBC’s Fireside Chat on Marketing for Exit
On November 19th, EFBC members gathered at Lucca Osteria & Bar in Oak Brook for a Fireside Chat with Patty Rioux (ODEA), Alexander Argianas (Argianas & Associates), and Sean Hoffman (Nuance Solutions). Together, they explored a powerful question:
How can your brand and marketing strategy increase the value of your business, especially in the eyes of a future buyer?
The conversation blended real-world examples, strategy, and candid lessons from leaders who have lived through rebrands, acquisitions, and growth cycles. Here are the key insights.
1. Your Brand Already Exists Even If You Are Not Shaping It
Patty reminded the room that your brand is the expectations, stories, memories, and relationships people associate with your business.
Whether or not you consciously craft it, you still have one.
Strong brands consistently demonstrate:
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Distinction: What sets you apart
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Consistency: Showing up the same way across touchpoints
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Resonance: Making people feel something
These elements matter in everyday business, and even more when someone is evaluating you as a potential acquisition.
2. A Rebrand Can Increase Value If You Actually Live It
Sean Hoffman shared Nuance Solutions’ 2016 rebrand, where they made a strategic decision to highlight their strengths. They were not just a chemical company. They were a development partner with a robust lab, experienced chemists, and real problem-solving capabilities.
The rebrand changed their business in meaningful ways:
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It clarified what made them unique
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It changed how customers perceived them
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It led to stronger referrals
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It strengthened their position during their eventual sale
Sean summed it up clearly:
“Don’t build a brand you cannot live.”
A brand cannot be cosmetic. It has to be cultural. Sean credited EFBC Forums and strategic partners with helping Nuance build the internal culture that supported their brand.
3. Lean Into Your “Unicorns”
During the Q&A, EFBC’s Deanna Salo offered a powerful reminder:
Every business has unicorns, the capabilities or strengths that only you can offer.
For Nuance, it was development.
For others, it might be niche expertise, proprietary processes, or exceptional relationships.
Your unicorns should be highlighted, not hidden. They should appear in your messaging, your sales conversations, and your brand narrative.
4. Someone Has to Champion the Brand Internally
Alex Argianas emphasized that branding efforts do not succeed on their own.
“One person in the company has to be a champion for the rebrand.”
That champion creates momentum and ensures alignment across the organization.
Alex, who oversees both marketing and closing deals, put it simply:
“Marketing gets them in the door. I close the sale.”
Marketing creates opportunities. Strong operations and relationships convert them.
5. There Is Never a Good Time to Stop Marketing
Alex also emphasized consistency:
“There’s never a good time to quit marketing.”
Businesses often pause marketing during transitions or busy seasons, but consistency builds long-term visibility and credibility. Buyers pay attention to market presence over time.
6. Roll Out Your Brand Intentionally
Patty encouraged owners to think about brand communication through her “pebble in the pond” approach:
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Start with your internal team
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Then communicate with current customers
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Next, reach prospects, partners, and vendors
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Finally, share publicly through website updates, SEO, PR, and digital channels
This sequencing ensures clarity and buy-in.
7. Culture and Strategy Matter as Much as Visuals
One idea came up again and again:
Brand is not just visuals. It is behavior, values, promises, and follow-through.
Buyers look for:
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Clear messaging
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Leadership alignment
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Transferable customer relationships
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Stable internal culture
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Processes that support scale
When your brand is authentic and consistently lived, it becomes a measurable business asset.
What Employers Really Look For: Lessons from EFBC’s HR Panel
Hiring looks different today than it did even a few years ago. Between remote work, shifting expectations, and new generations entering the workforce, both employers and applicants are figuring out what really makes someone stand out.
On October 29, EFBC partnered with the Coleman Entrepreneurship Center at DePaul University for an HR Panel at the Union League Club of Chicago. The conversation brought together business leaders, HR professionals, and students to explore hiring, communication, and culture in a rapidly changing world.
Moderator George Karavattuveetil, President and Founder of Psyched LLC, guided the discussion with panelists Allison Hermanek (HR Director, Cotter Consulting), David N. Avdul, PhD (Interim VP for Human Resources, DePaul University), and Luis Jimenez-Castillo, PhD (Clinical Professor, Department of Management & Entrepreneurship at DePaul).
Trust Over Supervision
For companies that operate remotely, trust has become the foundation of success. Allison Hermanek shared that for her team at Cotter Consulting, traits like timeliness and reliability are essential. Without in-person oversight, these small actions build the confidence that keeps projects moving smoothly.
Moderator George Karavattuveetil noted how different that is from traditional management, where leaders could monitor their teams directly. In a remote setting, success depends less on supervision and more on mutual accountability between leaders and employees.
That trend reflects the broader workforce: nearly 23% of U.S. employees telework at least part-time, according to the Bureau of Labor Statistics. Remote work has shifted the emphasis from presence to performance, forcing both employers and applicants to rethink what trust and productivity really look like.
Communication and Connection Still Matter Most
Luis Jimenez-Castillo highlighted the importance of interpersonal skills—especially as communication increasingly happens through screens. He discussed how technology and the pandemic have weakened some in-person skills, while also creating new opportunities for collaboration across distance.
For employers, that means valuing candidates who can balance both worlds: comfortable with technology but also confident in human connection. For students and early-career professionals, it’s a reminder that communication, negotiation, and creative problem-solving remain timeless strengths.
Recent data supports that shift. The World Economic Forum projects that by 2030, nearly 40% of workers’ skill sets will change, with social and analytical abilities becoming some of the most in-demand traits.
Skills That Still Set You Apart
David Avdul spoke about how technical expertise continues to help candidates stand out. Even as automation expands, being fluent in technology signals adaptability and a willingness to learn.
At the same time, all three panelists agreed that curiosity, initiative, and growth-mindedness matter just as much as experience. Research backs this up: more than 80% of employers use some form of skills-based hiring, and those who do report higher retention and better job performance.
Recruitment Strategies that Work
The panel also explored how companies can strengthen their recruitment and onboarding processes. Allison Hermanek shared how Cotter Consulting takes a comprehensive, people-first approach that starts well before a new hire’s first day. Recruiters share one central calendar for all career fairs, community events, and hiring activities, ensuring the entire team stays aligned.
Once new hires accept an offer, Cotter keeps the momentum going with personal touches that build connection early on. Before their start date, new employees receive cookies at home, a small gesture that, according to exit interviews, makes them feel welcomed and valued. Cotter also encourages in-person onboarding where employees meet multiple departments, fostering cross-team connection and trust from the beginning.
George Karavattuveetil reminded attendees that strong recruitment starts even earlier, with the job description itself. The language used in that first step helps set expectations and shape the candidate’s perception of company culture. Clarity and authenticity can attract candidates who genuinely align with the organization’s values.
The Role of AI in Recruiting
When the discussion turned to AI, David Avdul noted that while it can be an efficient tool, it should never replace the human element of hiring. AI is best used to streamline administrative tasks, not to take over human interaction or decision-making.
George Karavattuveetil added that every step of the hiring process should be evaluated from the candidate’s perspective. Employers should ask themselves whether each step leaves a positive impression. If the answer is yes, AI is being used effectively. If not, it may be time to rethink how it fits into the process.
A Night of Insight and Connection
After the panel, guests stayed for a networking reception featuring appetizers, drinks, and free professional headshots for students. The room buzzed with conversation between DePaul students, faculty, and local business owners, each learning from the other’s perspective.
The evening was a reminder that while hiring practices may evolve, the core ingredients for success—trust, communication, and curiosity—remain constant.
Did you know? 2025 Family Business Statistics
Each year, Family Enterprise USA (FEUSA) releases its annual survey, providing some of the most detailed family business statistics available. The 2025 family business statistics offer a current, data-driven look at the contributions, challenges, and priorities of U.S. family-owned companies. These insights help legislators, educators, and business leaders understand the crucial role family enterprises play in the economy and how to support them.
The 2025 FEUSA Family Business Survey was conducted in January and February 2025, gathering responses from 730 family business leaders across 45 states. Here’s what the data tells us about the role and realities of family enterprises in today’s economy.
Key 2025 Family Business Statistics: About Participants
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82.7% are sole or majority owners of their business.
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80.3% operate as pass-through entities; 57.5% are S Corporations.
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Industry breakdown: 25.9% Manufacturing/Operations, 12.4% Construction/Facilities, 5.8% Real Estate.
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70.9% have majority ownership held by first or second generations; 30.8% have passed controlling ownership to the next generation.
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81% have been in business for 20+ years.
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47% employ 51 or more workers.
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71% have generational employees — non-family employees whose own families have worked for the company for multiple generations.
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66.6% have next-generation family members working in the business.
Economic Overview
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33% reported $0–$5 million in gross revenue in 2024.
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28% earned over $50 million in revenue.
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59% grew in 2024; 36% of those saw growth over 10%.
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77% expect to grow in 2025.
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In 2024, 91.4% added between 1 and 50 jobs.
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90% pay average or above-average wages and benefits.
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72% of charitable contributions go to local organizations or local chapters of national charities.
Policy & Workforce Priorities
Top Tax Concerns:
- Income taxes (47%)
- Estate taxes (“Death Tax”) (19%)
- Capital gains taxes (12%)
Top Economic Policy Priorities:
- Reduce federal budget/debt (32%)
- Reduce income taxes (21%)
Top Workforce Challenges:
- Recruiting & training (53%)
- Benefits/pay (26%)
- Culture building (16%)
Top Barriers to Growth:
- Market conditions (29.3%)
- Cost/availability of labor (25.4%)
Estate Tax Preferences:
- 33.1% want to keep the current exemption level (down from 36% in 2024)
- 29.9% want to repeal the estate tax entirely (up from 26% in 2024)
Family businesses are more than an economic driver—they are long-term stewards of jobs, community involvement, and generational leadership. Understanding 2025 family business statistics helps policymakers create better legislation, and helps family business leaders benchmark their performance against national trends.
At EFBC, we equip family business leaders with the peer support, education, and strategies they need to tackle the challenges highlighted in this report and ensure their companies thrive for generations to come.
Ready to experience the EFBC difference? Join our community of driven business owners who learn, grow, and succeed together. A great way to start is by attending our Prospect Forum, where you can see firsthand how our confidential, peer-to-peer groups work and connect with leaders facing the same opportunities and challenges you are.
Source: Family Enterprise USA 2025 Annual Family Business Survey, conducted Jan–Feb 2025, with 730 respondents from 45 states.