Swaney Group Capital Profile picture
May 25 13 tweets 4 min read Read on X
1/ ASSOCIATE'S GUIDE TO BECOMING INDISPENSABLE TO YOUR VP

People often ask me "HOW TO GET PROMOTED"

You're thinking about it backwards... do these things below and they will take you by the hand and get it done for you!!

Reposting as it got deleted on 1/4

Also, she’s a muppet
2/ Understand their Goals--- they aren't always glaringly obvious

Know your VP’s priorities, targets, and pressures.

Align your work to support these objectives directly.

Be proactive in seeking clarity on expectations.

a.co/d/5as2q2T
3/ Master the Details:

Immerse yourself in the minutiae of current deals and portfolio companies.

You basically want them using you as a walking wikipedia... they should never have to touch their machine for something ongoing

a.co/d/8vludy2
4/ Communicate Effectively

Develop clear and concise communication skills... see my prior posts on this

Tailor your messaging to be impactful to your VP’s decision-making process

Learn the art of summarizing complex information into digestible insights

a.co/d/ddNRTB2
5/ Develop Analytical Prowess:

Sharpen your problem solving skills... you want to be put on the toughest problems!

Stay updated on market trends and how they affect your fund’s portfolio.

a.co/d/4Y7X8KQ
6/ Be Proactive with Solutions

Don't just present problems; always have a well-thought-out solution ready... this is critical!!

Don't trauma dump on your VP... it's stressful

Think several steps ahead, anticipating potential outcomes and preparing contingency plans

a.co/d/52xowQu
7/ Build Strong Relationships

Cultivate a network within the industry to bring in valuable information and opportunities...Be a bridge between your VP & the rest of the team

You want the junior guys looking at you like you are 'on par' with the VP (after yr 2)

a.co/d/gaPOJXt
8/ Show Initiative

Take on responsibilities beyond your role when appropriate, showing eagerness to grow.

Stay on the lookout for ways to improve processes

Don’t ask permission: say “I intend to” and wait for feedback

Read this

a.co/d/90pAWEX
9/ Stay Adaptable and Learn Constantly

Be prepared to pivot strategies as market conditions change.Invest in continuous learning to bring fresh perspectives, deals and ideas to the table.

Our firm is a T for this reason

All things manufacturing across IND CON TECH HC

Then a dive into manufacturing (mfg software etc.)
10/ Provide Market Insight-Regularly provide briefs on relevant industry developments.

Use your insights to inform the VP of potential investment opportunities or risks.

Think don’t process!

Use the idle time to do this vs. getting coffee a.co/d/hCvdwGg
11/ Protect Your VP's Time- Handle issues independently when possible, escalating only when necessary... always inform though.

Be organized in your requests for their attention, respecting their busy schedule.

a.co/d/6X56Hwx
12/12 master your people skills

Read this… more than I can say on the topic

a.co/d/0CzNjCg
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More from @privateinequity

May 4
1/ Meet the insecure overachiever

@McKinsey molded this archetype, pulling high potentials into a high-pressure culture

But what happens when they leave the firm? They often pivot to influential roles elsewhere, their formative experiences acting as both a launchpad and a trap
2/ The insecure overachiever is polished and poised, the ideal candidate on paper.

Underneath, however, lies a constant battle with self-doubt.

Despite their successes, they're haunted by a single question: Am I good enough?
3/ Driven by a need to excel, the insecure overachiever masks their imperfections with perpetual success.

Their careers thrive on this relentless pursuit, but at what cost to their mental health and personal satisfaction?
Read 14 tweets
May 2
1/ WHEN DO I ENGAGE WITH MY MENTORS? HINT, IT'S NOT QUARTERLY

Navigating the mentorship landscape requires a strategic approach.

Identify key milestones early to ensure your career trajectory remains on target. Image
2/ ENGAGEMENT POINT 1: 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗠𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲𝘀
Skill gaps are hidden stepping stones to success.

Proactively work with your mentor to identify these gaps and develop a targeted action plan to bridge them effectively, ensuring a more efficient development path.
3/ ENGAGEMENT POINT 2: 𝗦𝗸𝗶𝗹𝗹 𝗚𝗮𝗽𝘀
Networking is about making strategic connections that can accelerate your career.

Seek your mentor's guidance to identify and approach industry influencers who can significantly boost your growth.
Read 8 tweets
May 1
1/ HOW TO RUN A FIT FOR PURPOSE DAILY MANAGEMENT SYSTEM - a 🧵

We designed this on the fly Monday and have been refining it all week

STOP BRAINSTORMING & TRY-STORM!

Would love to hear how you use DM in your orgs!

Please repost and share your thoughts

CC: @noac_mit Image
2/ ASSET BOARD - This focused on an asset level and how to triage each asset and who is lead Transformation Director Image
3/ TEAM BOARD - this is the current core team board (does not include seconded team members, APAC team or our COO)

We use this to manage all daily tasks associated with assets AND Firm growth Image
Read 4 tweets
Mar 24
1/ BOOK LIST FOR JAMES THE GOAT @james_goat53509

Yesterday he asked me for a booklist for where he’s at in his career

He’s playing a dual role as a principal for sourcing while learning how to be an operator as a Sr. Associate

It’s not easy what he’s doing

Not in any order
2/ The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded a.co/d/1Xle50u
3/Deep Work: Rules for Focused Success in a Distracted World a.co/d/cBgWZvw
Read 16 tweets
Mar 23
1/ DEAL SCHOOL - OUT OF OUR 'BUY BOX' BUT INTERESTING - MANUFACTURING GEM

Normally I'd never invest for the upside case, but this business's recurring revenue is so stable that James did a "cashflow burn-off" model that gets us a decent return even if nothing else works! Image
2/ Market Position: We’re assessing if the company is just coasting along or if they’ve got the potential to outpace the competition.

They haven't invested in the Sales Engine... We are calling this a zero for that reason Image
3/ Ops Excellence is normally our bread and butter but we have to make sure that our playbook works as there is already a 25% EBITDA margin... There could still be gas in the tank, but we have to verify.

Going take 2 full days on site Image
Read 11 tweets
Mar 6
1/ OPS MATH - PRODUCTION LEVELING

This is an esoteric topic, but one we use quite frequently

It's critical to be able to level load production when you are cutting costs OR growing revenue

Will DM you with space for tonight!
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2/ Just-in-Time manufacturing pivots on precise scheduling, delivering products as needed.

Yet, the crux lies in matching variable customer demand without overcommitting resources—a tightrope walk balancing efficiency and responsiveness.
Image
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3/ Demand levelling, or Heijunka, presents a methodical approach to smoothing out production spikes.

By aligning production closer to actual demand, it mitigates the need for excessive capacity and reduces the costs associated with demand variability.
Image
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Read 11 tweets

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