Lead your organization's next chapter with clarity and conviction.
Taking on an investor is a renewed commitment to grow faster — and to deliver on your mission to make healthcare work, better.
Share the vision for the future,
with a plan to make it happen.
The first 100 days post-close is an opportunity to align your executives around the investment thesis and translate it into a strategy the team helps shape and owns. This is the window to set expectations around the increased pace of private equity, re-energize your organization’s mission, and identify the people who will lead the years ahead.
It’s a lot to take on — and an extraordinary chance to accelerate the positive impact your business can make. To lead this phase with conviction, CEOs must close blind spots, build strategic partnerships, and set a clear vision for the future.
“When I first became CEO, not only did I need the support of FMG Leading to help make sure that I could be successful, I was also bringing together a new set of leaders. We needed to get aligned as a team and get very focused on the goals and objectives that were going to be most impactful to our success, not only this year, but into the future.”
Jennifer Webster — CEO, DispatchHealth
Who are we?
Where are we?
Where are we going?
Leading a private equity-backed organization allows you to put mission-driven capital to work and improve health outcomes, faster. Crafting a clear strategic narrative is essential to ensure buy-in and understanding at each stage of your organization’s change journey.
Align your team around a story grounded in data, guided by a clear change roadmap, and endorsed by a board that knows what’s required to execute.
“We recognized that advancing our growth would continue to need a lot of support as it relates to frameworks, the structure of our operations, and ensuring our leaders were receiving ample support. I see FMG Leading as an extension of our board, our advisors, of our people leadership team to help pull together all the strategic components of our work, as well as helping us pull that strategy into action.”
Kari O'Rourke — CEO, Brightline · Former President, Imagine Pediatrics
Four actions that turn new resources into measurable impact.
Translate the investment thesis into a clear value creation plan.
Leadership shapes it, pressure-tests it, and commits to it together — so the thesis becomes shared accountability and momentum builds from day one.
Assess market conditions and readiness to execute.
Move the team from informed to genuinely accountable inside the 100-day window — with clarity on roles, milestones, and the cadence that converts fresh capital into real progress.
Align people. process, and systems to accelerate growth.
Strengthen the people and the operating culture that made the business worth investing in — and equip them to thrive at the pace and ambition this chapter demands.
Deliver durable results that compound enterprise value.
Walk into every board meeting and management presentation with a strategic narrative that builds confidence — and with a team able to tell it together.
“When it comes to the rapid growth expectations associated with taking on an investor for the first time, sometimes you simply don’t know what you don’t know. Taking on a private equity partner requires you to look at things a little bit differently — you have to keep up with the pace and upgrade your skills so you can make the best possible decisions.”
Jerome Parnell III — Vice Chairman and Founder, ImmunoTek
Build the alignment, focus, and trust needed to optimize your organization.
Purpose and goals
Clarify your team’s unique purpose and goals, what they mean to individual team members, and how the team will hold itself accountable.
Identity
Articulate a clear, collective understanding of your team’s fundamental business purpose.
Talent and utilization
Ensure the right people are in the right roles, so you can harness talents to achieve group objectives.
Climate
Resolve conflict and remove tension, creating an environment that fosters trust and high performance.
Innovative thinking
Leverage diverse perspectives to transform your teams’ good ideas into great ones.
Self-regulation
Build emotional intelligence that serves as the lynchpin for team decision making and accountability.
“If you feel that your organizational effectiveness is impeded because your leadership team is not firing on all cylinders, or if you feel that your own limitations as a leader are impacting the organization, then FMG Leading is the type of firm that can really help you make progress.”
Jess Parks — Former President, CFO and CSO, Sound Physicians
Translate Strategy into Success