Private Equity Investment Thesis Examples in 2026: What Firms Use, and How to Structure Yours
An investment thesis in private equity is a concise, evidence-backed argument that links a target business to your fund’s mandate and explains how you will create and capture value. Real firms use theses with five specific components: industry hypothesis, value-creation hypothesis, target criteria, exit thesis, and named risk factors. The examples below cover home services rollups, MSP consolidation, dental DSO expansion, and specialty distribution, with the actual thesis structure winning firms use to filter deal flow.
Quick Answer
A private equity investment thesis is a concise, evidence-backed argument that links a target business to your fund’s mandate and explains how you will create and capture value. It serves as a decision compass during sourcing and diligence, naming disqualifiers, key assumptions, and lead indicators to verify, while mapping directly to your operating plan and exit strategy. A strong thesis increases decision velocity by forcing prioritization and filtering noise, aligns your team and LPs on value creation, and converts research into an executable plan with clear owners and go/no-go gates.
We cut through fluff. In a crowded market, a clear, evidence-backed plan speeds screening and keeps teams aligned. We define what works in practice: concise frameworks that survive committee review and become an operating plan on day one.
This guide is practical. You’ll get real private equity investment thesis examples that link sourcing to exit. No theory-heavy models that never touch a diligence workplan.
Christoph Totter · Managing Partner, CT Acquisitions
M&A advisory across 500+ active capital partners · PE investment thesis: roll-up + operational + 100-day frameworks · Updated June 18, 2026
We anchor every format to today’s reality: tighter financing and faster processes. That means a thesis must increase decision velocity without hiding risk. We show repeatable components, simple templates for partners and LPs, and a step-by-step process you can reuse across sectors and add-ons.
Who this helps: funds, family offices, and independent sponsors sourcing founder-led businesses. Use these patterns to cut deal noise, clarify what you underwrite, and map what you will fix and sell.
Key Takeaways
- We provide concise, evidence-backed thesis formats you can act on immediately.
- Examples map sourcing through exit and link strategy to measurable outcomes.
- Templates speed screening and strengthen IC and LP alignment.
- Approaches fit founder-led deals, add-ons, and sector repeats.
- Clear theses raise decision speed while preserving discipline.
PE Investment Thesis Frameworks (2026)
| Tier / Segment | Range (2026) |
|---|---|
| Sector roll-up thesis (HVAC, dental DSO, MSP, plumbing) | 4-6x acquire, 8-12x exit (2-3x arbitrage) |
| Operational improvement thesis | ERP modernization + procurement consolidation |
| Multiple arbitrage thesis | $10M EBITDA combined → 2x multiple step-up |
| Lead indicator examples | Same-store revenue growth, gross margin expansion, MRR% |
| Disqualifier examples (typical PE thesis) | Single-customer >40%, key-person dependency, untransferable IP |
Ranges reflect 2026 buy-side observations across active capital partners and named industry consolidators. Specific transaction outcomes vary by geography, customer concentration, and deal structure.
What a Private Equity Investment Thesis Is and What It’s For
An investment thesis in private equity is a short, testable argument for why a specific company fits a fund’s mandate and how the fund will make money owning it. It names the value-creation levers, the key assumptions to prove in diligence, the disqualifiers that would kill the deal, and the exit path, usually in two or three sentences backed by a one-page summary.
From the CT desk
What 2026 PE investment thesis frameworks reveal about value-creation logic
- •A private equity investment thesis is a concise, evidence-backed argument linking a target business to your fund’s mandate. It explains how you will create value, names key disqualifiers (e.g., single-customer concentration above 40%), identifies critical assumptions (e.g., market growth rate, win-rate against competitors), and lists lead indicators that will signal thesis success or failure during the hold period.
- •Common 2026 sector-specialization theses include: HVAC roll-up (consolidate fragmented market, drive route-density operating-margin expansion, exit consolidated platform at 3x multiple arbitrage); dental DSO platform (acquire single-doctor practices at 4-6x, build $50M EBITDA platform, exit at 10-12x to larger DSO); MSP managed-services consolidation (drive MRR % above 80%, exit at 12-15x EBITDA based on recurring-revenue compounding).
- •Operational-improvement theses focus on: ERP / accounting modernization for sub-scale operators (drives 200-400bps EBITDA margin expansion), sales-force restructure with CRM-driven pipeline management (drives 15-25% revenue growth), procurement consolidation across acquired platforms (2-5% gross margin expansion), digital-marketing maturation for traditional-marketing operators (lower CAC + higher LTV).
- •The investment thesis serves as a decision compass during: sourcing (rejects mismatched targets before deeper engagement), diligence (focuses confirmatory work on key assumptions rather than broad surveys), 100-day-plan execution (operational priorities follow directly from thesis value-creation steps). Sellers who articulate thesis-aligned positioning command premium multiples because they reduce buyer-side underwriting uncertainty.
Related Cluster GuideFor the broader PE firm primer on private equity firm explained (2026), see our companion guide.
Think of the thesis as your deal compass: it tells you where to focus, what to disqualify, and when to stop digging. It is not a forecast. It is a concise, evidence-backed argument that links the target to your mandate and how you will get paid.
Evidence-driven rationale aligned to mandate and strategy
We define the investment thesis in plain terms: the data-backed rationale for why this deal fits your fund and how value is created. A strong thesis names disqualifiers, key assumptions, and the lead indicators you will verify in diligence.
How the thesis guides the deal lifecycle
The thesis maps directly to sourcing filters, diligence workstreams, the operating plan, financing posture, and exit buyer logic. It converts research and clear thinking into an executable plan with owners, deadlines, and go/no-go gates.
- Decision tool: forces prioritization under time pressure.
- Traceable: every claim should link back to data and model drivers.
- Aligned: ties to check size, control stance, and hold period.
Why a Clear, Actionable Thesis Matters in Today’s Private Equity Market Conditions
In today’s cutthroat deal environment, a crisp plan decides whether you move fast or get left behind.
Market conditions are tighter: more bidders, longer diligence, and less margin for fuzzy underwriting.
We see three immediate benefits from clarity. First, faster screening lets teams kill low-probability deals quickly and focus on high-conviction targets.
Faster screening and tighter committee alignment
Clear criteria speed first-pass reviews and shorten IC debates. Decisions land sooner. Momentum stays with the bidder, not the process.
Earlier risk identification to cut down on underperformance
Vague strategy hides exposure. A focused plan forces us to name what breaks the model and what must be mitigated before signing.
Clearer communication to LPs and management teams
Investors and partners want drivers, not flair. Plain language about return levers and key risks builds trust with co-investors and CEOs.
- We explain what today’s market means in practice.
- We show how clarity tightens your internal process and reduces late surprises.
- We provide a practical guide teams can reuse in competitive situations.
Top-Down vs Bottom-Up Investment Thesis in Private Equity
Start broad, then prove narrow: that is how we avoid paying for a story.
Top-down approaches begin with macro trends and sector tailwinds. We map where capital should flow and then find companies positioned to benefit. This narrows the hunting ground and highlights thematic opportunities quickly.
Bottom-up work starts at the company level. We test management, unit economics, EBITDA, and cash flow durability. That confirms the opportunity and shows whether control levers exist to drive value.
Where they diverge from venture capital
Venture capital and many venture capital firms chase growth narratives. We demand clearer near-term cash generation and hands-on levers. Growth is fine, but we need measurable paths to profit and control.
How we combine both
Top-down narrows sectors and opportunities. Bottom-up proves valuation and risk. Together they reduce narrative drift and keep pricing tied to true cash potential.
| Approach | Start point | Primary focus | Key screen |
|---|---|---|---|
| Top-down | Macro/sector | Where capital should flow | Sector tailwinds, market size |
| Bottom-up | Single company | Durable cash generation | EBITDA, margins, management |
| Blended | Sector + company | Conviction and discipline | Fit to theme, price vs. cash |
- Pressure-test thematic opportunities against customer concentration and switching costs.
- Ask teaser-level questions: does this company fit our sector filters? Can margins improve without unsustainable cash burn?
- Use both lenses to avoid overpaying for stories that lack financial backing.
Core Components PE Firms Include in a Strong Investment Thesis
A strong thesis names the facts that will move the deal from interest to action. We break the document into clear, checkable parts so an IC can read it fast and decide. Short. Evidence-first. No fluff.
Macroeconomic and regulatory context
Detail rates, inflation, policy, and geopolitical factors that affect demand and leverage capacity. Tie each point to how it changes pricing or refinancing risk.
Industry and competitive dynamics
Quantify market size and growth. Call out disruption drivers and the target’s defensive positions: distribution, pricing power, and concentration.
Value proposition and value creation plan
List operational levers, pricing, procurement, sales effectiveness, and financial levers like working-capital and capex discipline that expand EBITDA and cash flow.
Risk assessment, projections, and valuation
Name the top risks, attach mitigations, and show projections with clear assumptions and downside cases. Use EV/EBITDA and a DCF check, plus comps and balance-sheet health to stress-test returns.
Exit strategy and returns
State plausible exit paths and milestones tied to revenue, margin, and multiple moves. Make it explicit what we control and what the market must deliver.
Private Equity Investment Thesis Examples That Firms Actually Use
Below are concise playbooks deal teams actually use to turn capital into repeatable returns. Each short form names the claim, the core proof points, and the levers we track to exit.
Platform buyout
Focus: predictable cash flow and operational levers that expand EBITDA. We buy scale, tighten pricing, and standardize ops for a credible exit.
Roll-up
Focus: fragmented sectors where add-on M&A and procurement synergies compress cost and lift margin quickly.
Carve-out
Focus: complexity discounts. We separate overhead, fix service lines, and convert separation work into rapid margin gains.
Digital transformation
Focus: automation and tech enablement that reduce cost-to-serve and accelerate growth without heavy capex.
Sector tailwind
Focus: durable demand shifts and regulatory support. We only pay for confirmed traction, not theme premiums.
Balance sheet optimization
Focus: conservative leverage and refinancing catalysts that open up value through capital structure moves.
Growth-style play
Focus: efficient expansion: retention, scalable revenue, and ops support that turns growth into sustainable cash flow.
- Shared traits: clear value levers, measurable milestones, owner-assigned risks, and exit logic from day one.
Three Written Private Equity Investment Thesis Examples
The playbooks above name the strategy. A thesis that survives an investment committee goes further and states a concrete claim that diligence can prove or disprove. Bain & Company’s guidance on writing a credible investment thesis makes the same point: describe a specific benefit, not a vague strategic value. The three examples below are illustrative, written the way a deal team would draft them for a first IC memo.
Example 1: Commercial HVAC service roll-up. “We will buy a founder-owned commercial HVAC service company with a large maintenance-agreement base in a growing Sun Belt metro, add tuck-ins within driving distance to build route density, and move pricing and dispatch onto one system. Value comes from margin gains on denser routes and from selling a regional platform to a larger sponsor or strategic.” Proof points to test: maintenance-agreement renewal history, technician retention, and how many tuck-in targets exist in the territory. Disqualifier: most revenue tied to new-construction bids.
Example 2: Managed IT services consolidation. “We will acquire a managed service provider serving regulated small businesses, where contracted monthly revenue is most of the total, and use it as the platform for adding smaller MSPs that lack security and compliance offerings. Value comes from cross-selling security services into acquired customer bases and from the higher price buyers pay for larger recurring-revenue platforms.” Proof points: churn by customer cohort, gross margin on managed contracts, and the depth of the engineering bench. Disqualifier: one client carrying an outsized share of revenue.
Example 3: Specialty distribution carve-out. “We will buy a niche industrial distribution division from a larger parent that underinvests in it, stand it up with its own systems and sales team, and grow share with customers the parent ignored. Value comes from fixing service levels and pricing discipline once the business has focused ownership.” Proof points: the stand-alone cost to replace parent services, supplier contracts that survive the carve-out, and customer willingness to stay. Disqualifier: key supplier agreements that cannot be assigned.
Each example fits on one slide: claim, value levers, proof points, disqualifier. That is the test. If your thesis needs three pages to state, the deal team has not decided what it is buying yet. Fund-level theses, which define what a fund invests in across all its deals, follow the same structure at a higher altitude, as Carta’s guide to fund investment theses explains.
Is the draft ready for committee? Seven pass/fail lines for a PE investment thesis
The examples above show what a finished thesis looks like. The harder call for a deal team is whether its own draft is finished, or whether it still reads well without telling anyone what to check in diligence. Run the draft against each line below. Every test has a line that separates pass from fail, so two partners reading the same draft should reach the same answer.
| Test | Passes when | Fails when |
|---|---|---|
| 1. The claim fits in a breath | The core statement is two or three sentences and says what is being bought and how money is made | It takes a page to explain, or the deal team gives different versions of it |
| 2. Diligence can prove it wrong | It names a specific benefit, such as margin from denser routes, that a data request can confirm or refute | It relies on “strategic value”, “synergies” or “a platform for growth” with no mechanism |
| 3. Every lever has a metric | Each value lever is paired with the number that tracks it and where that number comes from, such as maintenance-agreement renewal history or churn by customer cohort | A lever appears with no way to measure it before signing |
| 4. The disqualifier has a threshold | The kill condition carries a number, such as a single customer above 40% of revenue | It says “concentration risk” or “key-person risk” with no line drawn |
| 5. The entry price stands on its own | A useful rule of thumb: the deal still clears the fund’s return target if the exit multiple equals the entry multiple | The return only works if the arbitrage in the roll-up row of the table above shows up in full |
| 6. The exit buyer is named by type and motive | It says who buys at exit, such as a larger sponsor or a strategic consolidator, and why they would pay more than you did | The exit line reads “strategic sale or IPO” |
| 7. A downside trigger is dated | One assumption is named as the one that ends the deal if it fails, with the diligence stage where it will be checked | The downside case is the base case with every line reduced by the same percentage |
How to read the result. We treat tests 2, 4 and 5 as hard stops: a draft that fails any of them goes back to the deal team before it reaches committee, because those are the failures that let a team pay for a story. Fails on tests 1, 3, 6 or 7 can be fixed in the memo itself, but each open fail should get a named owner and a date, the same way the step-by-step process below assigns owners for open items.
Illustrative example: one draft, before and after. Before: “Dental is a fragmented sector with strong tailwinds, and we will create value through a buy-and-build strategy.” That fails tests 2 through 7. After: “We will buy a three-office practice group with a hygiene recall program as the platform, add single-doctor practices within a short drive at lower multiples than the platform, and move billing and supply purchasing onto one system. We will walk away if any one payer is more than a set share of collections, and we will check same-office revenue growth and associate dentist retention before signing. Exit is a sale to a larger DSO that pays more for scale than we paid office by office.” The second version gives diligence a work list and gives the committee something it can reject, which is the point of the exercise.
Run the test on every draft, including theses for add-ons to an existing platform. Add-on theses tend to skip test 5, because the platform multiple makes almost any entry price look cheap.
Templates and a Repeatable Thesis Format for Partners, IC, and LPs
Make the first page the decision page: clear drivers, open questions, and required data. We provide compact templates partners can use the moment a deal surfaces. The goal is a single, evidence-backed statement that forces clarity.
One-page statement: opportunity, strategy, value-creation steps, and expected outcomes. No filler. Actionable milestones and the top three risks.
Operational checklist and model pack
Use a consistent checklist to screen deals: sector, geography, size, growth profile, and risk thresholds. Pair that with a model pack that lists assumptions, projections, and valuation outputs auditors can test.
| Template | Purpose | Required outputs |
|---|---|---|
| One-page statement | Fast IC decision | Drivers, milestones, outcomes |
| Criteria checklist | Firm-wide screening | Sector, geography, size, risk |
| Model pack | Auditable forecasts | Assumptions, projections, valuation |
| LP summary | Transparent communication | Return drivers, risks, timeline |
How to use these in practice
- Format for IC: decision-ready pages, labeled drivers, explicit open questions.
- Format for LPs: clear strategy and transparent outcomes, without deal-sensitive detail.
- Turn this article into internal templates in one session. Copy, paste, and deploy.
Step-by-Step Process to Craft Your Investment Thesis (and Keep It Current)
Start with a repeatable workflow so every deal produces the same clear conclusions. A compact process keeps teams aligned and speeds decisions. Below is a practical cadence you can run for every opportunity.
Set clear objectives
Define mandate, targeted returns, time horizon, and portfolio role. Be explicit: is this stability, growth, diversification, or consolidation?
Conduct preliminary research
Gather macro signals, industry benchmarks, and market data that affect pricing, demand, and financing. Keep the research tight and decision-focused.
Define criteria with teeth
List must-haves and disqualifiers. Clear gates let the team kill weak deals fast and protect limited diligence bandwidth.
Draft the statement
Write a one-sentence claim backed by two measurable proofs. Keep it specific, evidence-backed, and able to drive diligence and operations.
Document and communicate
Attach models, analysis, and risk mitigations stakeholders can audit. Assign owners for open items and set deadlines for verification.
Iterate and refine
Update quarterly or semi-annually. Track new data, changing market factors, and portfolio learnings so the current version stays actionable.
- Keep one source of truth: the live statement, model, and risk log.
- Archive history: leave older drafts for post-mortems, not decisions.
- Hold partners accountable: named owners for updates and sign-offs.
For a template-driven approach and a clear one-page statement you can deploy firm-wide, see our concise guide.
Common Pitfalls and Best Practices When Writing a PE Investment Thesis
The most expensive error is a confident-sounding plan that leaves teams guessing what to do next. Too many statements read well but do not translate into an actionable diligence plan or an operating roadmap.
Vague language creates downstream friction. Teams waste time clarifying scope. Decisions stall. Execution suffers.
Where projections and assumptions break down
Overly optimistic projections fail when assumptions lack backing. Sensitivity analysis is not optional.
Run base, upside, and downside cases. Tie each case to a defendable assumption and a trigger for reassessment.
Underrating risks and skipping mitigation
Failing to identify critical risks is common. Not every risk matters. Focus on those that can impair outcomes.
Quantify what you can. Pre-wire mitigation steps. “We’ll fix it post-close” is not a strategy.
Best practices that scale across firms
Clarity: use plain language and named owners for every claim.
Specificity: list measurable drivers and the data needed to verify them. See also: fair market value vs investment value what buyers actually pay. Our companion piece on Investment Banking vs Private Equity Explained Simply dives deeper into this topic.
Engagement: include stakeholders early, operations, finance, and the deal team must align.
Revision: update the plan as new facts arrive and keep a single source of truth.
| Pitfall | Why it fails | Corrective action |
|---|---|---|
| Vague strategy | Doesn’t map to diligence or ops | Write decision-ready drivers and assign owners |
| Optimistic projections | Assumptions lack validation | Force sensitivity analysis and downside cases |
| Ignored risks | Unexpected shocks impair outcomes | Quantify key risks and pre-wire mitigations |
Practical checks: run a red-team session, reconcile base vs downside, and separate facts from judgment. That changes thinking from wishful to reliable.
How to Use Your Thesis to Win Deals, Align LPs, and Manage Portfolio Outcomes
A clear, operational statement turns analysis into action and wins deals at the negotiation table. It should guide origination, reporting, and portfolio work. Short. Measurable. Owned.
The sourcing methodology behind this discussion is covered in buy-side sourcing methodology.
Deal sourcing: translate your claim into a tight filter, industries, company size, and situations where you can move fast and add value. This raises the quality of opportunities, not just volume.
Investor communication
Explain the case plainly. Say what drives returns, where risk lives, and the mitigation plan.
- Be specific: connect value creation to revenue, margin, working capital, and cash conversion.
- Use dashboards that show actual vs projected flow and clear escalation triggers.
Post-investment monitoring
Track core KPIs weekly or monthly. Compare outcomes to the original claim. Name owners for each metric and set review gates.
Building institutional knowledge
Run post-mortems. Capture why winners matched the plan and why losers diverged. Use that history to allocate capital: double down on thesis-confirming plays and cut losses when the claim breaks.
Conclusion
A concise, action-ready plan is the difference between busy work and real value creation. Your investment thesis should be a live blueprint: aligned to mandate, backed by evidence, and updated as the market shifts.
Good looks like clear criteria, named value levers, and quantified risks tied to a model that checks base and downside cases. That discipline speeds screening and tightens diligence.
Choose a pattern that fits your sector, platform, roll-up, carve-out, digital, tailwind, balance-sheet or growth, and adapt the private equity investment thesis examples to your needs.
Operationalize it: use a one-page statement, standardize the checklist, require a model pack, and make cadence-driven updates mandatory. Markets move; your plan must move faster to protect capital and reduce drift.
This guide is a repeatable tool for capital firms and deal teams that want less noise, faster decisions, and more consistent outcomes across the portfolio.
FAQ
What is an investment thesis and why does it matter for firms?
An investment thesis is a concise, evidence-driven rationale that ties market signals, sector dynamics, and company-level advantages to expected returns. It guides sourcing, due diligence, portfolio construction, and exit planning so teams act with conviction and speed in competitive processes.
How do top-down and bottom-up approaches differ in thesis design?
Top-down starts with macro trends, regulatory shifts, and thematic opportunities. Bottom-up starts with company fundamentals, competitive positioning, and cash flow drivers. Strong firms combine both to improve conviction, price discipline, and downside protection.
What core components should every strong thesis include?
Include macro/regulatory context, industry dynamics, a clear value-creation plan, risk assessment and mitigations, financial projections and cash flow assumptions, a valuation framework, return expectations, and a defined exit path and timeline.
Can you give concise types of theses firms actually deploy?
Common formats include platform buyouts focused on stable cash flow and operational levers; roll-ups targeting fragmented sectors with add-on synergies; carve-outs capturing complexity discounts; digital transformation plays that expand EBITDA; sector-tailwind bets; balance-sheet optimization strategies; and growth-style bets on scalable revenue.
How should partners communicate a thesis to the investment committee and LPs?
Use a one-page statement summarizing the opportunity, strategy, and expected outcomes. Back it with a model pack, sensitivity tables, risk mitigations, and clear milestones. Clarity and defensible assumptions build alignment and trust.
What template elements make a repeatable thesis format?
A repeatable pack contains a one-page thesis, investment criteria checklist (sector, geography, size, growth, risk profile), standardized model inputs, and valuation outputs. That pack streamlines screening and speeds committee decisions.
What step-by-step process produces a durable, updatable thesis?
Set objectives (mandate, horizon, return targets); run preliminary research on macro and industry signals; define strict investment criteria; draft a concise, evidence-backed statement; document models and mitigations for auditability; then iterate quarterly or semiannually as data shifts.
What common pitfalls should teams avoid when writing a thesis?
Avoid vague language that won’t guide diligence, optimistic projections without sensitivity analysis, and underestimating risks or failing to pre-wire mitigations. Prioritize specificity, stakeholder engagement, and continuous revision.
How does a thesis improve deal sourcing and portfolio management?
It focuses origination on targets that match criteria, sharpens messaging to sellers and LPs, and creates measurable KPIs for post-close monitoring. It also enables systematic post-mortems to refine future decisions and elevate win rates.
How detailed should financial projections and downside cases be?
Projections must include explicit assumptions, scenario sensitivity, and downside cases tied to cash flow stress tests. That ensures valuations and leverage choices reflect realistic outcomes and preserves optionality on exits.
When should a thesis be revisited or retired?
Revisit after material market shifts, regulatory changes, or when core assumptions prove invalid. Schedule formal reviews quarterly or semiannually and retire theses that no longer match mandate, risk tolerance, or return targets.
What is the 80/20 rule in private equity?
It is the Pareto principle applied to portfolio companies: a small share of customers, products, or locations usually produces most of the profit. Operating partners use the rule to cut unprofitable SKUs and accounts, reprice low-margin work, and focus sales effort where margin is highest. In a thesis, it often shows up as a specific margin-improvement lever to prove in diligence.
Can you give an example of a private equity investment thesis?
Yes. A simple example: buy a founder-owned commercial HVAC service company with a strong maintenance-agreement base, add nearby tuck-ins to build route density, put pricing and dispatch on one system, and sell the larger regional platform to a bigger sponsor or strategic. The thesis names the levers, the proof points to test in diligence, and the disqualifier, such as heavy new-construction revenue.
How long should a private equity investment thesis be?
The core statement should fit in two or three sentences, with a one-page summary behind it covering value levers, key risks, and exit logic. The full IC memo and model pack can run much longer, but if the thesis itself cannot be stated briefly, the team usually has not agreed on what it is buying.
Related Guide: Who Buys Home Services Companies?, Discover the types of buyers acquiring home services businesses today.
Related Guide: How to Sell Your Home Services Business, A step-by-step guide to selling your home services company to a private equity buyer.
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About the Author
Christoph Totter is the founder of CT Acquisitions, an M&A advisory firm working both sides of the table, headquartered in Sheridan, Wyoming. We work directly with 500+ buyers, search funders, family offices, lower middle-market PE, and strategic consolidators, including direct mandates with the largest home services consolidators that other intermediaries can’t access. No fee to you on buy-side introductions; sell-side mandates are paid on success at closing. Connect on LinkedIn · Get in touch