Operational Scalability: Mahmoud Hmouz of Turn/River Capital On How To Set Up Systems, Procedures, And People To Prepare A Business To Scale
To keep my team motivated, I focus on celebrating small milestones along the way, like moving from one deal phase to the next, rather than waiting for one large milestone such as a final deal close. This approach ensures that we’re always recognizing our successes, no matter how minor they may seem. Clear communication is also vital. I make sure to provide regular feedback and recognize achievements, which goes a long way in keeping morale high.
In today’s fast-paced business environment, scalability is not just a buzzword; it’s a necessity. Entrepreneurs often get trapped in the daily grind of running their businesses, neglecting to put in place the systems, procedures, and people needed for sustainable growth. Without this foundation, companies hit bottlenecks, suffer inefficiencies, and face the risk of stalling or failing. This series aims to delve deep into the intricacies of operational scalability. How do you set up a framework that can adapt to growing customer demands? What are the crucial procedures that can streamline business operations? How do you build a team that can take on increasing responsibilities while maintaining a high standard of performance?
In this interview series, we are talking to CEOs, Founders, Operations Managers Consultants, Academics, Tech leaders & HR professionals, who share lessons from their experience about “How To Set Up Systems, Procedures, And People To Prepare A Business To Scale”. As part of this series, we had the pleasure of interviewing Mahmoud Hmouz.
Mahmoud Hmouz is Vice President, Investment Development at tech private equity firm Turn/River Capital. He sources, evaluates, and closes B2B software deals. Mahmoud and his team get to know potential portfolio companies by understanding their history and building a future by working strategically to think one step ahead of all possible outcomes.
Mahmoud applies a wealth of experiences to his work in M&A. Before joining the software industry, he built a biodiesel company from the ground up, producing 10 thousand liters daily. In his next role, he implemented a multi-million dollar project across all core departments at Hikma Pharmaceuticals. At software firm zulu5, he helped lead the company’s expansion into the Nordics. These experiences taught him the importance of quality control, internal collaboration, and how software can improve productivity. He went on to build the sales department as Head of Sales at GrowthGenius and doubled the size of Constellation Software Inc.’s smart manufacturing software portfolio. Mahmoud’s undergraduate degree in biochemistry and chemical engineering from the University of Ottawa and master’s in entrepreneurship from Lund University gave him a strong foundation of analytical and scientific thinking, which I’ve applied throughout my professional life.
His work also benefits from lessons learned throughout an international life story. Born in Syria, he has lived in Poland, Jordan, Sweden, Canada, and the United States. Outside of work, he enjoys playing soccer, squash, and chess and spending time with family.
Thank you so much for your time! I know that you are a very busy person. Our readers would love to “get to know you” a bit better. Can you tell us a bit about your ‘backstory’ and how you got started?
Absolutely, it’s a pleasure to be here. My journey has been quite diverse and international, both geographically and professionally. I was born in Syria to a Middle Eastern father and a European mother and have lived in Poland, Jordan, Sweden, Canada, and the United States. My undergraduate degree in biochemistry and chemical engineering from the University of Ottawa, combined with my Master’s in entrepreneurship from Lund University, laid a strong foundation for my analytical and scientific thinking.
All in all, I like to think about my life in two halves; the first half gaining operational and technical experience and the other half being a B2B software investor where I’ve developed specific skills to source, evaluate and close B2B software deals.
Before diving into the software industry, I built a biodiesel company from the ground up and later implemented a multi-million-dollar, interdepartmental project at Hikma Pharmaceuticals. My journey continued with roles in different software firms, where I learned the importance of quality control, internal collaboration, and the transformative power of software. These experiences have been instrumental in shaping my approach to M&A, where I now source, evaluate, and help to close B2B software deals at Turn/River. Before Turn/River, I spent a few years at Canada’s largest M&A firm, Constellation Software, where I worked on corporate development sourcing, evaluating and closing deals in the industrial and engineering software space.
This diverse array of roles throughout my career has given me unique insights and made me a better investor. In my M&A work, I am better able to spot opportunities by approaching sourcing and deals through the dual technical and operational lens I gained from my earlier work. This unorthodox road to an M&A career allowed me to learn firsthand and from the inside what a company needs to succeed and scale. As a result, my understanding of what it takes to source, evaluate, and close M&A deals is not just theoretical but practical and hands-on.
It has been said that our mistakes can be our greatest teachers. Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
M&A is a field that is always presenting new challenges. Making mistakes is a tough but important part of growing in this business. It’s an exciting business, but that’s actually what led to one of my biggest mistakes and learning opportunities.
In one notable deal, I was very excited about the opportunity. The company I was evaluating was a great one: a founder with a vision, a solid operation, and a great product. I was very eager to move from the initial qualification phase to the NDA phase. The NDA phase is the part of the deal process where, under a non-disclosure agreement, the prospective acquiree shares further details about their business’s finances and operations.
The problem came when my eagerness got in the way of building a relationship with the founder. In my eagerness and excitement, I didn’t spend enough time getting to know them, building their trust, and developing a deep understanding of their vision for the company.
As a result, I wasn’t able to convey to the founder a holistic vision of what outcomes we could achieve through our M&A partnership. In the end I missed out on the deal because I didn’t build the relationship properly. I didn’t dig deeper into the fit and the founder’s goals. They decided to go with someone else who really took their time and explained what the outcome would look like and why they were a good fit.
At the end of the day, M&A is a relationship business. This experience really drove that home for me. My mistakes on that deal taught me the importance of forging a rock-solid foundation of trust with the seller before asking them to open more about their company and where they want to go next. The initial stages of a deal can often hinge more on the relationship than the financial aspects. If you build that relationship on a good foundation, everything else is more likely to fall into place naturally as the deal moves along. I think of a successful M&A deal as a series of small commitments along the way as opposed to one large commitment.
This missed opportunity also taught me a crucial lesson about patience and perseverance. Not every deal is going to work out. Sometimes it’s due to a mistake on your own part; sometimes it’s because of forces beyond your control. Either way, it’s important to keep moving, to learn from the situation and take those lessons with you on the next step of your journey. As an M&A professional, you have to maintain your resilience and optimism so you can turn mistakes into learning experiences and apply those lessons to future successes.
What do you think makes your company stand out? Can you share a story?
Turn/River stands out because of our metric-driven approach to M&A, emphasis on relationship-building, and focus on operational involvement post-acquisition. Unlike many firms that rely heavily on financial engineering, we drive growth through operational improvements and go-to-market (GTM) optimization. When we acquire B2B software companies, we have a team of in-house GTM leaders who work side-by-side with their counterparts at our portfolio companies to scale functions such as marketing, sales, customer success, and talent hiring. This way we provide the resources, playbooks and expertise that will scale their operations. This not only improves their business but also fosters a culture of growth and innovation.
The firm has been a great place for me to apply the operational and analytical approaches I developed throughout my career. As a former engineer, I always apply a systematic method when it comes to deal sourcing. I’m always designing experiments in the back of my mind at every step. This allows me to see what works, double down on that, and eliminate ideas or processes that don’t work. Along the way, I’m always using numbers-driven approaches instead of simply guessing.
In M&A, I have to look for companies from the outside-in to determine whether they are a good fit for Turn/River. This isn’t easy to do because information on private companies is usually very limited. This led me to develop trackers for take-private deals and corporate divestitures which allow me and my team to source more opportunities and evaluate them more efficiently. M&A is a numbers game. I’m not just evaluating companies. I’m always evaluating my own methods along the way.
You are a successful business leader. Which three-character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1 . Analytical Thinking and Systematic Approach: As an M&A professional, I try to be analytical and systematic in my thinking. I do this by starting with formulating a hypothesis, and testing it. This allows me to measure my results and then decide which way to go without having to guess what should be done. For example, I am always measuring how well we communicate with our prospects, on what frequency, and what the correlation is between having multiple touchpoints and a deal moving through the funnel. In addition, I approach things systematically as I did when I created both a take-private and corporate carve-out tracker to monitor companies for prospective acquisitions to allow us to increase our pool of potential investments and close more deals.
As I mentioned, I apply an engineer’s precision to the way I’m always measuring every step along the way until we close a deal. Having a data-driven, funnel-oriented approach allows me to constantly analyze how many prospects we’re reaching out to, how many we’re speaking with, and how many of these opportunities are coming to fruition. Then I’m constantly changing our processes, improving on good ones, abandoning those that aren’t effective, and experimenting with new approaches.
2 . Adaptability: In M&A, change is the only certainty. My work has spanned sourcing, buying and holding software companies for life, as well as buying B2B software companies, growing them and exiting the investment to make money. My approach to M&A is to take context into account, paint a broad picture, then dig deeper into the specifics as I uncover more information and data points. To do this, I have to be adaptable in my approach and thinking.
During my M&A career, I have worked in a number of various roles at different companies with unique goals and approaches. I had the chance to work in different settings optimizing for free cash flow, growth or both. These are very different strategies which required me to look at investments differently and adapt my way of thinking. I can confidently say that my adaptability allowed me to develop a unique investment lens which resulted in establishing better sourcing and closing best practices.
Even within the context of the same firm, each M&A deal is different. You’ll frequently need to shift gears and adapt yourself to the unique peculiarities of each company you’re working with. Sometimes that means making the difficult decision to walk away from a deal that just won’t work out. I’ve seen companies that have great returns now but lack the staying power to be competitive in the future, in light of my predictions vis a vis industry trends. It can be difficult to work hard on a product such that you’re excited about a given deal, but that adaptability is key when it comes to those tough decisions. You really need to get comfortable being uncomfortable as each situation, each company, each team you work with is going to be different.
Living and working around the world, with different teams, and across roles from engineering to M&A have all taught me the importance of being able to jump into new situations without getting too set on one thing. Getting out of my comfort zone has made my M&A career possible and made me a better investor.
3 . Persistence and consistency: M&A can be a frustrating line of work. You often have to deal with silence and even outright rejection. This can be disappointing, but you have to keep your eye on the goal and keep moving forward. It’s a business where results are not immediate. If you don’t source now, you won’t have enough opportunities to work on in a few months. Sourcing is always a leading indicator of how many opportunities you’ll have to draw on in the future. In other words, you need to stay consistent with your sourcing in order to have a pipeline full of qualified leads.
As I’ve said, it’s ultimately a business about human relationships and humans are unpredictable. Competition is fierce in M&A, so those relationships need a solid foundation of trust. This takes time to build. Conversations with sellers can be slow to materialize. Even if you don’t see immediate results, you need to keep going one step at a time.
For example, there was a prospect I’d been reaching out to for a couple years. They were totally unresponsive — no signs of life at all. Eventually, I went to a conference this company hosted. I managed to flag down the founder and have a conversation in person. After all that time, we finally had a meaningful interaction. The founder saw the fit between his vision for the company and our investment strategy. Now we are slowly building that relationship with the goal of eventually investing in them.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
You’re absolutely right about that. The reality of making necessary but difficult decisions is particularly acute in M&A. Once, I sourced a deal I thought would be a great fit. Things progressed smoothly, I was excited, and the company looked like a fantastic acquisition. Financially, the deal made sense and the returns looked enticing.
However, I did a great deal of research on the specific company’s product in relation to the market. Even though the returns were great in the present, the product wasn’t as convincing as those of its competitors. The company was financially strong in the moment, but its product wasn’t very promising.
Eventually, I had to pass on this deal because we had serious doubts about their product’s staying power in the market. It was a tough call to make. I had put in a lot of work, the company was doing well, and it looked like a good fit. In the end, though, we made the right choice. Over time, the market for their product declined. Had we acquired the company, there would not have been a good opportunity for a successful exit later on.
Long-term thinking is an important part of my approach to M&A. There’s a big element of predicting the future. High returns in the present can be incredibly tempting. But I always have to ask myself whether there will be a buyer for the acquisition when it comes time to exit in several years. I’m always thinking about risk mitigation, asking myself what could go wrong in the years to come. Predicting a product’s future place in the market is just as important as understanding the company’s current viability.
Thank you for all that. Let’s now turn to Operational Scalability. In order to make sure that we are all on the same page, let’s begin with a simple definition. What does Operational Scalability mean to you?
Operational scalability, to me, means the ability of a business to grow efficiently without being hampered by its operational processes. It involves having systems, procedures, and the right people in place to handle increased demand and complexity without compromising on quality or performance.
In my daily M&A work, I source for companies based on their potential to grow via got–to-market optimization and operational scalability. I think about the interaction of financial M&A and operations all day and make sure I balance those.
This is very important in M&A because investors want to grow companies before exiting them. In order for companies to grow, the right systems need to be put in place to avoid compromising performance. Operational scalability is key here because I need to understand not just how successful a company is in the present but also what systems can be improved, replaced, or integrated to improve operations and achieve better business outcomes.
Which types of business can most benefit from investing in Operational Scalability?
Any business that aims for significant growth can benefit from operational scalability, but it’s particularly crucial for tech companies and specifically B2B software companies. These businesses often experience rapid changes in demand and need to scale quickly while maintaining their service levels and operational efficiency. They must also do all of this while staying on the cutting edge of a rapidly evolving technological landscape, particularly now when AI and other emerging tech is changing business and the world at an increasing pace.
From my experience in M&A, the types of business that benefit from investing in Operational Scalability are those that want to grow aggressively over the next few years. When I source businesses, I look at things like product, market, operational fit, and growth potential. This allows me to have a holistic picture of the landscape to be a better investor.
The way B2B software companies scale has become cheaper because of cheaper infrastructure, cheaper developers overseas, etc. Now you can scale more rapidly but you need to make sure you have the proper systems and GTM strategies in place before embarking on such a journey. My work is about making sure I’m building on top of existing systems, not breaking them. Therefore, it’s key that I apply my analytical lens and think scientifically in order to identify and understand those systems from the get-go.
Why is it so important for a business to invest time, energy, and resources into Operational Scalability?
Investing in operational scalability is essential because it prepares a business for growth. It ensures that as the business expands, it can handle increased workload, complexity, and customer demands without faltering. This investment leads to sustained growth and long-term success.
As an investor, what makes a good deal is the company’s potential to scale operationally. My job as an M&A professional, when sourcing companies, is to find the companies that can scale faster through the application of Turn/River’s unique GTM strategies.
Once I find those companies, the relationship-building side of my work kicks into gear. It is then my responsibility to convince the owner that investing time, energy and resources in operational scalability is worth their time. I do that by showing them what the results would be versus where they are today, with a focus on both financial returns and operational efficiency.
I’m always asking myself whether a company can scale rapidly enough to grow into a certain shape throughout the holding period to become a good investment. If I don’t feel the business could benefit from scaling its operations, it’s not a company I want to invest in. It’s always important to think about how I can best use time, resources, and money to scale operations.
In contrast, what happens to a business that does not invest time, energy, and resources into Operational Scalability?
A business that neglects operational scalability will struggle to keep up with growth. This can result in operational bottlenecks, reduced quality, customer dissatisfaction, and ultimately, stunted growth. It’s like building a house on a weak foundation; it might stand for a while, but it won’t last.
In my experience as an M&A professional, I always look for sellers who have a willingness to improve and work on operational scalability. If the founder or owner isn’t willing to embark on that journey, that’s a red flag for me.
From an M&A perspective, businesses always change and scale in different ways. if the business isn’t doing that, its chances of survival are low. The best businesses to invest in are the ones where management understands this and combines forces with me to implement GTM best practices.
As always, relationships are key. Once I get to know a founder, it’s easier to tell whether they have the necessary operational improvement mentality. That growth mindset must be there. Without that, it’s much more difficult to convince that person to implement newer and more best practices and GTM strategies to improve versus being stagnant.
Can you please share a story from your experience about how identifying certain growth levels early on in sourcing allowed for business scalability later on?
In my line of work, I am always looking for operational inefficiencies and thinking about how to fix them. This is what makes a company a good investment. Throughout my M&A career, I have invested in businesses where the company size has tripled over a few years by implementing structural changes which led to better operational scalability.
During M&A sourcing and looking for opportunities, I always ask the founders about their GTM strategy and how they find customers.
The best deals are the ones where I find a lever I can pull to accelerate growth. This can come in the form of inbound funnel optimization, outbound sales specialization, channel sales enhancement, or doubling down on expansion.
For example, I once invested in a European company that had a certain percentage of revenue from the United States. When I dug a bit deeper, I found that inbound American traffic was much higher than the American percentage of overall revenue. This signaled that if the company had a better system in place to utilize that inbound traffic and convert it to paid demos, they would be able to sell more product and increase that percentage of American revenue even more.
My next step was to work with them on optimizing that inbound funnel. We developed new processes to allow for seamless conversions from inbound leads to demos with top sales personnel. As a result, we saw a huge uptick in American revenue and overall revenue for the company.
Having lived and worked throughout the world, including Europe and America, I used my unique insights into both the American market and European business culture to help bridge this gap. With Turn/River’s heavy emphasis on investing in global software businesses, my ability to work with a diverse array of people from all over the world is incredibly useful to me. I also enjoy working with people and getting to know them.
European tech businesses have traditionally been wary of private equity. As a result, the interpersonal side of M&A is even more important than ever when it comes to Euro-American dealmaking. I combine my relationship skills with my knowledge of the American market to help European companies with solid products and good operations undertake the difficult but rewarding task of expansion in the American market.
Here is the primary question of our discussion. Based on your experience and success, what are the “Five Most Important Things A Business Leader Should Do to Set Up Systems, Procedures, And People to Prepare A Business To Scale”? If you can, please share a story or an example for each.
1 . Develop a Clear Vision: Establish a clear vision for where you want the company to go. As an investment leader, I have to make sure my team knows where we’re going. Communication and camaraderie are essential for making sure the vision for my team is clear enough for them to understand. The vision and goals need to be very easy to grasp. If not, people will feel lost. If they’re lost, they’re not motivated or united in pursuit of a common goal.
2 . Invest in Technology: Leverage technology to automate and streamline internal processes. I use data-driven tools to improve our M&A sourcing, making them more efficient and scalable. In my opinion, technology exists to make us more productive, so any system I am looking at, it has to make us at least twice as productive. As a former engineer, I apply the scientific method for an analytical, data-driven approach. This isn’t possible without investing in the proper tech stack. If we’re measuring every data point along the way in order to evaluate and optimize our processes, we need technology in order to do that. The right tech removes a great deal of manual work and makes this level of analysis possible. I apply this analytical lens to choosing the right tech from the get-go.
3 . Hire the Right People: Build a team that shares your vision and has the skills to execute it. I am always thinking about both personal and professional fit when it comes to the new hires I pick. This is very important within an M&A setting because it needs to function as one. As always, relationships are key. Given my untraditional path to an M&A career, I understand how a diversity of professional experiences brings different perspectives, which are very valuable in M&A. This business is both a science and an art. You need a team of professionals who can do the math but can also see the vision and predict the future as much as possible. That’s how returns are generated — betting on trends and determining how the future will look.
4 . Create Scalable Processes: Develop processes that can handle increased volume and complexity. This is a tough task because you don’t know if a system scales until you put it to the test. Because of my extensive experience in M&A, I have developed some important lessons and can spot early signs of success or failure of certain processes.
At the end of the day, if I want to scale a company effectively, I need to have the right systems in place. It’s crucial not only to avoid breaking existing processes but also to introduce new ones or improve the old ones. The key is that I layer these new processes seamlessly onto the existing ones without causing disruption.
To make my systems better and scale faster, I constantly implement new processes or fix old broken ones. Data and analysis empower me to make the best decisions in this regard. By leveraging various data sets and metrics, I can assess how well my processes are performing. For those that aren’t meeting expectations, I either improve, discard, or scale them based on the data insights.
One notable example is my outreach funnel. Initially, I was struggling to keep track of the number of leads I was actively reaching out to each month. By analyzing the data, I realized that I wasn’t accurately capturing the number of leads entering the funnel and what was happening to them. This led me to redesign the process to ensure I was properly tracking the leads and their progression. As a result, I was able to make more informed decisions, improve the efficiency of my lead generation, and ultimately support scaling efforts more effectively.
5 . Foster a Culture of Continuous Improvement: I always encourage my team to continuously seek ways to improve. This mindset is vital to me because of how competitive M&A is.
The goal is always to think about how we can enhance our current processes and lead the way towards market domination. This culture of continuous improvement isn’t limited to our M&A activities but extends to a personal level as well. Each team member is encouraged to consider how they can improve their own job performance and achieve more with less time.
Leveraging technology, effective teamwork, and strategic outsourcing are key to this approach. Establishing processes that allow for faster scaling and the ability to review more deals enables us to gain deeper insights into the market, identify investment opportunities, and capitalize on them more effectively. This approach doesn’t just enhance our operational efficiency. It also broadens our knowledge and understanding of the market, investments, and opportunities that we might have previously missed due to time constraints.
By fostering a culture where continuous improvement is ingrained in our everyday activities, we ensure that our team remains innovative, adaptable, and prepared to tackle the ever-evolving challenges of the M&A landscape.
What are some common misconceptions businesses have about scaling? Can you please explain?
One misconception that I hear frequently when I speak to founders is that scaling through private equity partnerships must always lead to job losses. In reality, scaling with a profitable growth mindset often creates new opportunities and roles to support the growing business.
Organic growth is always better than inorganic growth. As opposed to a reliance on financial engineering and cost-cutting, organic growth provides access to new markets and technologies much more sustainably and productively for the long haul. This is particularly important when it comes to operational scalability. Callous cost-cutting of the old school corporate raider variety hollows out operational capacity and denies companies the resources and robustness they need to truly scale properly.
From my experience as an M&A professional, I think M&A can be an important part of scaling, but it needs to be about more than offering the highest price for an acquisition. Relationships and fit are just as important — sometimes more so! Fit really depends on a lot of areas coming together harmoniously: products, IT, company culture, customers, to name just a few. This is an area where my analytical data skills and scientific mindset really help me when sourcing deals for potential acquisitions as add-ons for our portfolio companies.
Scaling through M&A doesn’t mean you’re going to see job losses. As an investor, I always think about scaling as a time of growth. There’s no growth without adding new jobs. The mix of employees could be different. You might need different skillsets than before. In terms of the overall outcome when it comes to private equity and organic growth, I think of scaling as a time where a company has to scale its workforce to keep up with demand.
How do you keep your team motivated during periods of rapid growth or change?
In M&A, motivation plays a crucial role because the pendulum swings between deal sourcing and execution. Sometimes, deals fall through at the last stage, so it’s essential to put things into perspective and understand that there will always be more market opportunities.
To keep my team motivated, I focus on celebrating small milestones along the way, like moving from one deal phase to the next, rather than waiting for one large milestone such as a final deal close. This approach ensures that we’re always recognizing our successes, no matter how minor they may seem. Clear communication is also vital. I make sure to provide regular feedback and recognize achievements, which goes a long way in keeping morale high.
Furthermore, having a clear vision and setting priorities helps the team understand what to focus on, especially when faced with conflicting tasks. This sets the tone for what needs to be done first and helps avoid jeopardizing sourcing or execution at the expense of the other.
Time management is critical. By breaking down large tasks into smaller, manageable bites, such as signing an NDA or requesting financials, team members feel a sense of accomplishment more frequently. These smaller wins help keep the team motivated and driven, even during periods of rapid growth or change.
Overall, ensuring that everyone understands our goals and how their work contributes to our success, along with regular feedback and recognition, helps maintain high motivation levels and a positive team spirit.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
Mental toughness is very important in M&A, especially since you’re dealing with a lot of uncertainty. This uncertainty encompasses market conditions, predicting the future, and deciding where a target fits within your investment strategy. My favorite life lesson quote has changed over the years, but I keep coming back to something the Greek Stoic philosopher Epictetus once said: “Men are disturbed not by things but by the view that they take of them.”
This quote taught me that perspective is crucial for mental toughness and maintaining a positive outlook. In the field of M&A, where you encounter numerous players and varying degrees of uncertainty, having the right perspective can make all the difference. Instead of getting disturbed by external circumstances, I’ve learned to make my own perspective, which helps in turning potential downsides into positive opportunities.
This mindset is vital for any M&A professional. It reminds me that we are disturbed not by the events themselves but by our interpretation of them. By training yourself to be resilient and maintaining an optimistic perspective, you can see opportunities where others might only see challenges. This approach has helped me navigate the complexities of M&A with a positive and proactive attitude.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
People usually fear what they can’t understand, and this is particularly true for M&A and Private Equity, which are often misunderstood concepts. Over the years, my role has evolved, but educating founders, owners, and B2B software industry professionals about M&A and Private Equity has become a significant part of my life.
If I could start a movement, I would want to educate high school and college students about the opportunities that M&A and Private Equity can create, the value they bring to the business world, communities, society, and individuals. By improving and finding efficiencies, M&A opens the door to more wealth and progress. That’s what M&A is really about — doing things more efficiently to generate wealth, save time, and add value. Through education, we can demystify these fields and show how they contribute to building stronger businesses and communities.
How can our readers further follow your work online?
Readers can follow my work through Turn/River’s website and our social media channels. I also share insights on LinkedIn, where I discuss industry trends and my experiences in M&A.
Thank you so much for sharing these important insights. We wish you continued success and good health!
Thank you! It’s been a pleasure sharing my journey and insights with you.
Operational Scalability: Mahmoud Hmouz of Turn/River Capital On How To Set Up Systems, Procedures… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.