Fabrizio Ferronato

Team, Market Size, Technology, and Product-Market fit are key criteria VCs assess to evaluate an opportunity. An often-overlooked aspect in team assessment is their Sense of Urgency or, GSD. This cultural advantage, inspired from the top, can turn an average opportunity into a significant win. The FastCompany article below gives ideas on how leaders can inspire their teams to adopt a GSD Mentality. #VC #Technology #Opportunity #GSD

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CFOs must extend beyond traditional financial oversight and position themselves at the forefront of data management. My colleague Eric Mersch at @FLG Partners shares ways CFOs can enhance organizational decision-making, improve efficiency, and drive growth. https://lnkd.in/eymppwzz #CFOinsights #CEOinsights #Financialdata #Datamanagement

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As competition for talent heats up, investment banks will find themselves under pressure to offer more competitive compensation packages to attract and retain skilled professionals. In their new article, Heidrick & Struggles' Gabriela Rocha and Carlos Vazquez discuss why firms that focus on the broader talent value proposition will likely have an advantage: https://bit.ly/3VOKdY3. #Leadership #InvestmentBanking #LatAm #Talent #FinancialServices

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Roy Singh, head of Bain’s Advanced Analytics practice, spoke to Jordyn Holman of The New York Times about the potential for generative AI to lead to greater convergence of online and in-store customer experiences for shoppers worldwide as retailers deploy AI innovations. Over the years of advising retailers I can't count the number of conversations I've had about better enabling store associates to serve customers and make the store experience both convenient and delightful. The opportunity, and now demonstrated momentum, of leveraging AI as a tool for store teams will open up retailers who figure it out (and do so quickly) a powerful competitive edge. https://dy.si/VjqSt62

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I love this! Thank you to Rachel Brown from Beauty Independent to kick-off this exchange with Andrew Ross' provocative thesis and have us all react to it. I truly enjoyed reading everyone's thoughts on the topic of the shortening lifecycle of beauty brands. Here is a snippet of mine: "Because beauty brand lifespans are shortening, it is important that we are able to differentiate brands with staying power from brands that will end up being a flash in the pan. There are much more of the latter than the former in the market right now, and if a brand is not well-positioned, it will be challenging for that brand to survive over the long-term. That’s why we focus on understanding each brand’s differentiators and long-term relevance." See more here: https://lnkd.in/esVbwnu2 and you will discover what Kevin Murphy, Odile Roujol, Rich Gersten, Tina Henry Bou-Saba, Oliver Nordlinger, Claire Chang, Manica Blain, Sonya Brown, George Birman had to say. #beautyindustry #beautyinvesting Stride Consumer Partners

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Curious to learn about a new approach to sustainable investing? This article from HBR suggests shifting from a narrow focus on ESG factors to a broader strategy that considers a company's entire value chain. By including environmental and social risks in investment decisions, companies can drive positive impact and create long-term value for both shareholders and society.

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10 years, 50 transactions, $1 billion in AUM… the numbers only tell part of the story of any business, and I am so grateful to those who have believed in us. We are proud that our hands-on, transparent approach is playing a valuable role for founder-led technology businesses in the rapidly maturing private capital markets. Here’s to the next ten years… Every decade better than the last! https://lnkd.in/gsR-gU-e

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50% of retail executives expect significant change to their business model in 2024. It’s not surprising when you consider how the retail landscape is changing due to the digital revolution, consumer behavior change, geopolitical tensions, and economic pressures. To survive this new reality, retail leaders must take radical steps to refocus or completely transform their businesses. We've partnered with World Retail Congress on a report exploring 6 trends reshaping the industry, and what retailers can learn from the disruptive companies who are leading the way. Read the full report here:

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🔊 **Late Post Alert!** 🔊 It took me 7 years, 4 offer letters from the top 20 global graduate schools, and endless rethinking about dropping out (again), but I finally walked across the stage last week as a proud Executive MBA graduate from the Telfer School of Management at the University of Ottawa. 🎓 But did I really need one? As a CGMA, ACMA, and CPA of Canada, I had all the credentials needed to succeed professionally. I possessed business acumen, finance expertise, and a passion for finance innovation and transformation; I was the epitome of what a finance professional should be, and nothing was stopping me from reaching the highest achievements in the finance world. So why pursue an Executive MBA? It’s the thirst for an adventure, challenged by the academic ecosystem with real-life experiences where failing is key to success, where respect and professionalism among conflict and differences define great leadership, and where realizing that working within teams can be both your strongest weapon and your weakest link. The Executive MBA at Telfer reminded me of many critical leadership qualities—not just of a leader, but of the best among them. But most importantly, it offered me a valuable experience in balancing time among school, work, family, and personal growth, and it deepened my appreciation for being a leader who leads with her people, thrives on excellence and resilience despite barriers and setbacks, and who prioritizes ethics and moral principles above all else. But why Telfer? When I received an offer letter from the Rotman School of Commerce, the biggest conundrum was deciding which school to attend, as the sky was the limit. However, the city of Ottawa—my home—swayed my decision. The city welcomed me with open arms and gave me wings to fly. In Ottawa, my hijab was respected and not seen as an obstacle, and my skin color was celebrated as part of its ever-growing diversity. This evolving city, which I wanted to give my two cents to, has given me so much and seen me grow; I want to contribute to its unstoppable growth. No matter how large this city becomes, and no matter where in the world I am, Ottawa will always be where my home is. And finally, to my fellow classmates, now officially alumni of Telfer School of Management (woot woot!!!), during the 21 months of our journey—which felt like nothing short of a decade—we constantly complained but persevered, we fought but always maintained our spirits, and while we dreamt of this day, we finally made it! We may have been few, but we were mighty! Belated congratulations to all of us as we have made it through together. #EMBA Telfer School of Management at the University of Ottawa #classof2024

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Since joining Media Development Investment Fund in 2022, several of you have asked me "what exactly does MDIF do?," "what is impact investing?" and "how does a not-for-profit investment fund work?" Here's a recent Reuters Breakingviews podcast with our CEO, Harlan Mandel, discussing our mission and investment model. I look forward to your questions and comments!

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Great insights from my conversation this morning with How Women Invest LPs about bias in the investment world and AAPI. One resource that stood out was a report on minority perceptions by country. It's fascinating to see the data and how it varies across cultures. Take a look and see for yourself! #AAPIMonth #VCdiversity #ChangeTheStory

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Reflecting on the enriching discussions at the recent PEWIN - Private Equity Women Investor Network CIO Roundtable in Boston. It was a joy to hear from panelists Letitia Johnson (Amherst College), Deb Shufrin (Colby College), Abigail Wattley (Williams College), and moderator Sarah Samuels, CFA, CAIA (NEPC, LLC). Some of my key takeaways: From the CIO perspective, alignment with the board is paramount. Portfolios experience ebbs and flows, emphasizing the necessity of a board committed to long-term strategies. Data underscores the repercussions of misalignment—allocators often undermine value by prematurely exiting positions for liquidity needs or reacting impulsively to market fluctuations. Across the board, CIOs prioritize firms that can articulate their competitive edge, foster sustainable organizations with top-tier talent, culture, and succession planning, and demonstrate agility in evolving markets. A robust LP base providing long-term support and institutional guidance is also crucial. Success isn't about funding billionaires—it's about supporting determined individuals committed to sustained success. Privates demand more than short-term commitment—they require a relentless desire to succeed over time. For a deeper dive into the role of CIO, I highly recommend The Counting House by Gary Sernovitz. #CIOInsights #PEWINRoundtable #InvestmentStrategies

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Joining Stanford Seed: fulfilling my passion and personal mission ✨ When I am transitioning from a corporate professional to a solopreneur, I discovered a strong passion for helping other SME entrepreneurs by sharing the experience I’ve accumulated over my career. That is why I made a clear mission as a solopreneur that is to assist fellow entrepreneurs in achieving sustainable growth by building a solid financial foundation🎯. Joining Stanford Seed as their Business Transformation Advisor, where I will help them rolling out their program in Indonesia really aligns to my personal mission and values. Stanford Seed’s vision, “End the cycle of global poverty,” and mission, “Stanford Seed partners with entrepreneurs in emerging markets to help them build thriving enterprises that transform lives,” resonate deeply with me. By joining their mission in Indonesia, I am excited to: 👉 Access the world-class curriculum developed by Stanford Graduate School of Business. 👉 Understand how they deliver the program through a blended learning model, combining in-class and online learning. The program is divided into four parts, each integrating learning and application. 👉 Interact with participants who are business leaders from Indonesia and their key management teams, assisting them in implementing the program into their business operations. This will help them create the necessary business transformations to navigate the increasingly challenging landscape and generate a positive impact on their society and country. Looking forward to involving in Stanford Seed mission in Indonesia and positively contribute to the growth of entrepreneurs in Indonesia. #StanfordSeed #BusinessTransformation #Entrepreneurship

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CFOs must extend beyond traditional financial oversight and position themselves at the forefront of data management. My colleague @Eric Mersch at @FLG Partners shares ways CFOs can enhance organizational decision-making, improve efficiency, and drive growth. https://lnkd.in/gJqE5SrW #CFOinsights #CEOinsights #Financialdata #Datamanagement

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Michael Norton of Harvard Business School joined me on the Thinkers and Ideas podcast to discuss his new book, The Ritual Effect. We had a broad ranging discussion on the function and value of #rituals, the differences between rituals and #habits, how they are deployed individually and collectively in business, the extent to which rituals can be deliberate designed and the emergence of new rituals relating to #remote work. BCG Henderson Institute| Boston Consulting Group (BCG)| Simon & Schuster https://lnkd.in/ecGYac5C

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Interesting info coming out from Chartr, Crunchbase, and three academics - Gabriele Lattanzio, William Megginson, PhD, and Ali Sanati on the -43% reduction in the number of listed companies since 1996. From the article - "Just a handful of giant, financially powerful technology companies have snapped up literally hundreds of smaller firms since the last -90s. Data from Crunchbase shows that Google, Microsoft, Apple, Meta, Amazon, and Nvidia have together acquired an eye-watering 875 companies." From the academic abstract - "The abnormal decline in the number of US public firms is often blamed on merger activity, private equity investments, and stock market regulations. We compare and quantify the effects of these channels on the evolution of the US listing gap in a unified framework. In the US, an extra 100 mergers is associated with 22.01 additional missing public firms, whereas an extra 100 private equity deals is associated with 3.62 fewer missing listings. Regulatory changes, particularly the Sarbanes–Oxley Act of 2002, are also estimated to have a significant role in the decline of US listings. A one standard deviation increase in regulatory costs is associated with a 15.87% expansion of the US listing gap, which is equivalent to 892.8 missing public US firms. We also specify the types of mergers and private equity deals that most strongly affect listings in the US. Finally, we document that listing gaps emerge in other developed economies, with a few years of delay. The non-US listing gaps are driven by similar forces as in the US."

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Aligning metrics across your organization isn't just about tracking numbers—it's about ensuring everyone is moving towards the same goals. The cohesion between investor expectations and operational efforts is important. #PerformanceMetrics #DataDriven

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