SureSwift Capital: The serial acquirer that shares profits monthly with investors
A robust rollup model that’s fair, resilient and repeatable
Do your own due diligence. All investments are risky. SureSwift Capital funds are risky and the loss of your entire investment is possible. This is not to be construed as investment advice. No investments are recommended. SureSwift Capital funds are for accredited investors only and are NOT available to the public.
Don Wharton Victoria, BC - Good things take time to develop. Such is the case for learning to play the guitar, mastering a new language, becoming a sought-after expert in digital marketing…and figuring out how to grow money in rollercoaster markets.
Like any serial-acquirer veteran, I’ve learned a lot from being in this space for a long time, and from looking around at what other people are doing. I’ve noticed long-term thinking beats short-term bets, and that putting customers first is of paramount importance for any company hoping to wildly succeed.
I’ve noticed disciplined behaviour that delivers exceptional results, and I’ve noticed market-pressured, ego-based behaviour that tends to trip people up.
One group I’ve watched for many years now is Constellation Software Inc. I’ve long been an interested observer of chairman Mark Leonard’s acquisition-driven growth model that involves acquiring vertical market software solutions (VMS) at scale. Leonard often goes against the grain of what the establishment deems to be best practices, instead fixing his attention on making small acquisitions of high-functioning companies, surrounding these business units with excellent support and mentoring, and sticking to his data-focused plan. Leonard takes a much more long-term view than most. He’s not in the private equity game, where the play is to buy at a great price, maximize financial leverage and flip acquisitions within 3-7 years.
He’s in a longer game with quite different objectives, and he’s playing with a different model. It’s all about capital allocation, and being the absolute best at it.
It’s an approach that describes SureSwift Capital, too.
It takes just a few tweaks to deliver a much-improved model.
Sometimes just the littlest change makes an enormous difference in quality or experience. Getting a new prescription for your eyeglasses, say, or flying direct instead of stopovers. Shoes with better grips. I learned that one the hard way. Deck shoes won’t cut it for hiking Mount Finlayson.
It only takes a thoughtful nudge to get a system to deliver improved outcomes. When in 1971 Mario Palazzetti, an engineer at Fiat, invented a braking system that prevented a car’s wheels from locking up, the automotive industry was forever changed. Palazzetti's system used sensors to detect wheel speed and applied intermittent braking to prevent wheel lockup during a hard stop, improving vehicle stability and control. While this technology represented a significant step toward modern ABS, it wasn't as advanced as later ABS systems developed by companies like Bosch.
Modern ABS, as developed by Robert Bosch GmbH and introduced in 1978, incorporated more sophisticated sensors, electronic control and faster response times, making it more effective in preventing wheel lockup and further enhancing vehicle safety. Nonetheless, the foundation Palazzetti laid at Fiat represents an important milestone in the development of anti-lock braking technology.
Let’s look at how SureSwift uses this principle of applying a slight shift to an existing model to achieve superior results.
In classic private equity, large, often operationally deficient assets are bought and flipped, with profits from those sales flowing up into the hands of fund managers. PE companies typically levy a fee of 2% of assets under management to hire and maintain staff to execute the strategy, plus typically a 20% or greater carry with or without a hurdle, depending on the experience and track record of the PE firm.
Charging 2% of assets under management isn’t bad—it’s the industry standard and anyway, private equity teams couldn’t exist in down markets without this fee—but SureSwift does it a little differently.
We’ve designed a management structure that’s more equitable for investors. Plus, it’s built to withstand down markets in a much more robust way.
Assess. Acquire. Improve. Reap. Share. Repeat.
Our strategy is to acquire profitable and growing software as a service (SaaS) businesses, run them well, and withdraw as our management fee 2% of monthly fund revenues and 20% of the fund’s distributable profits. We share the rest of the profits around to our investors in monthly cash payments.
Ours is akin to a specific type of private equity strategy called a buyout fund. We feel that 2% of assets under management isn’t equitable for investors in this type of fund, because 2% of assets under management rewards the sales team, their pitch skills, and thus the raising of capital rather than effectively managing the businesses acquired.
This is just one way our approach differentiates us from our competitors.
Like Constellation, SureSwift also takes a more patient, long-term view of growth than classic private equity. After all, that’s what, for the last two and a half centuries, the markets have demonstrated rewards investors: astute wagers, a knowledge of what is valuable to humans over the long term, and the forbearance to allow time to work its magic.
In addition to taking the long view, we also source out great companies to buy. When we find attractive, high-performing SaaS companies, we subject them to rigorous stress testing before acquiring them and rolling them into a fund. Remember the iconic IKEA ads showing the Poang chair being pushed around by pistons and pressure plates? That’s pretty much how we approach it, too, except with different metrics (and fewer pistons).
Our model is simple:
We watch SaaS companies to see which ones indicate they might be ideal to acquire.
We, in a way, load-test our top picks.
We buy the ones that don’t crack. (In fact, they quite often shrug. Sometimes they give us a long stare. Bring it, the best ones say.)
Once we acquire, we implement peerless operations to grow each company we buy.
Every month, we distribute the profits that these companies make, less modest management fees (2% of monthly revenues + 20% of distributable profits).
But—here’s another way SureSwift diverges from the classic private equity model—that 2% management fee comes out of the actual monthly revenues generated only, not assets under management. For a buyout fund like ours, where we’re acquiring already profitable and growing businesses, 2% of assets under management would be charging too much.
We take 2% of monthly revenues per fund and 20% of the fund’s profits, and then distribute the rest to our investors each month. That 2% of revenues pays for the administrator and basic admin expenses. The 20% of a funds net profits is the managers share for oversight of the fund and for making this all possible. No other expenses are charged by the manager to the funds; the only way to earn more as the manager is by operating exceptionally well and increasing the distributable profits, from which the 20% is calculated.
Like Palazzetti’s ABS, our model represents an improvement that benefits our customers (our fund investors): a better way for passive investors to get into the SaaS rollup / aggregator space. Our 2 & 20 model makes certain that you’re paying the lowest management fee—one that’s tied to actual revenues and profits, not to assets under management. So our investors keep more dollars and also see some dollars on a monthly payout, offering strong and consistent cash flow.
We haven’t seen any other serial SaaS acquirers offering the same model yet. That’s innovation.
And unlike typical private equity, the strength of our model for investors isn't dependent on the market going up in any given year. From one month to the next, our success is dependent on ensuring that our companies are making consistent, reliable profits.
How do we ensure consistent, reliable profits?
Well, that brings me to the next thing.
Sidebar: How Our Model Is Different
Our 2 & 20 model is different. We don’t charge 2% of assets under management. Rather, the first fee is 2% of the revenues generated by the portfolio each month. That's a very small amount, and we use it to cover the administration of the fund. There’s a big difference between 2% of revenue per month and 2% of assets under management! Our fee is about 40% of what you’d be charged in a typical private equity deal (assuming an average acquisition cost of 5X EBITDA). Also, our 2% isn’t charged until acquisitions are made and real revenues and profits are flowing.
From there, the larger portion of the management fee is 20% of the profits generated each month. We distribute the rest to our investors every single month.
Unlike typical private equity, our model doesn’t rely on the market going up in order to generate returns. As long as we ensure our companies make consistent, reliable profits, the model remains robust well beyond market forces.
We find and run great companies.
Like I said, it’s just really simple. SureSwift does solid due diligence, buys sturdy performers, and runs those companies as prudent owner/operators. By leveraging the knowledge pool created through our operating model, we’ve been able to create an exceptional operator framework to steward our capital.
Our model works because it’s exacting, and it pushes us up against higher standards overall. We want to earn good returns without needing those returns to come out of our investors’ pockets. That means we need to a) find great SaaS companies and b) run them well.
Exceptionally well.
We want to earn; our investors deserve fair payouts; and our model requires the intelligent allocation of capital, week in and week out. There’s no appetite to take risks that might derail us.
I like the way Mark Leonard writes about the companies Constellation buys. “We seek out vertical market software businesses where motivated small teams composed of good people can produce superior results in tiny markets,” he says. “These markets are usually characterised by a gradually consolidating customer base, so partnering with the right clients, and helping them survive and prosper is an important part of our job.”
While vertical market software is Constellation’s current niche and ours is more broadly SaaS, we’re interested in similar characteristics in the companies we buy: “motivated small teams of good people” who produce “superior results”.
Because when you have a motivated small team of good people, you’re buying a well-oiled machine. And a well-oiled machine doesn’t need any meddling—meaning if a company is doing a great job on its own, we don’t need to get in there and manage everything, the day-to-day. History is littered with evidence that this approach doesn’t work.
We recognize that any time we buy a company, they’ve already got their own culture, processes and way of doing things that’s enabled them to be as profitable as they are. If SureSwift was going to come in and change all that and just take over and do it our way, we’re risking the profitability that we value so much and that we’ve already paid a multiple for. (And actually, because of our extensive experience and best practices, we expect to increase profitability, oftentimes substantially.)
Like Constellation, we believe in decentralization. This means we buy a business and leave as much as possible to the company itself to operate, continuing to do what they know to be best. We take what’s already working well and make it even better by adding-in experience, compliance and security best practices. We’re intent on preserving the value of the companies we’ve acquired while augmenting processes in an additive, values-aligned way. We don’t rely on synergies when we make an acquisition, either. We rely on the cash flows, and on the company’s own expertise and knowhow—and we want that to continue.
We hone high-performing teams that take the game very, very seriously.
Once we make the decision to acquire, our SureSwift team becomes very hands-on, to learn, getting to know the company and having conversation upon conversation with the team so we know the business well and can help make great decisions when needed.
It’s the kind of support I wish had been available back when I was an early-stage founder—sort of like an accelerator where key operational SMEs are close at hand to advise or guide, or even just coach.
Our team deeply learns the business, growing profits systematically, which earns us the right to continuously acquire. What do I mean by that? SureSwift comes to understand every little thing about these businesses to the point where if a key player left a given company—a CEO, say, or a product manager—our leadership team could step in because they know exactly where that company is at and what it needs. This kind of deep knowledge means when we acquire a high-functioning SaaS enterprise and add it to our current fund, we’ve really earned that privilege. We know we can run it well, as a small, high-performing team of prudent operators.
That prudence shows us where we can add value by decreasing bloat, which typically takes the form of inefficient processes and software tools, and duplication that just isn’t needed. We take a long, hard look at what’s working—and we move out those things that aren’t contributing to long-term productivity or profitability.
Our eye is always on ROI for our own customers—our investors.
James Degreef, SureSwifts CEO, actually used a great analogy on a recent podcast about how we think about the companies we acquire. “Everybody talks about their business as being a family,” he said. “You know, ‘Welcome to the SureSwift family of companies’ or something like that. And they talk about their employees being like a family. But we're not a family.”
He went on to explain a better analogy: imagining SureSwift as a sports franchise.
“We're the NHL,” he said. “And every company that we acquire is like a professional, NHL-calibre sports team.”
Each of these teams has a captain—hopefully a great one, and usually this is the case with the companies we acquire. And that captain’s job is to make sure the team’s performance is exceptional every single time they’re on the ice.
It’s a very different picture than our companies being a family. Roles and expectations, even if they’re clear cut within a family, aren’t always healthy or reasonable. People don’t always play fair. We look the other way, excusing behaviour we’d never tolerate in the workplace.
A sports team is just so different, because everybody plays a very particular role with agreed-upon outputs. Same goes for a well-run business team: “Here’s your job. Here are the requirements. Here are our targets. Do your absolute best and then we'll succeed as a company.”
Everybody’s got a part to play—a specific position and role. The objective is clear cut. Feedback and accountability are built into the system.
Different from your average family.
We’re pretty scientific about how we acquire.
We started experimenting with this model in 2015, buying companies like profitable content and ecommerce sites. And we watched the data.
By 2018, through careful examination of the information we were collecting at every point along the journey, we had learned to focus on SaaS businesses. Being data-rich by its very nature, SaaS allowed us to do higher-quality diligence on our acquisitions (we’re definite sticklers for quality). SaaS was a sweet spot: the sector was more predictable than others; a SaaS-exclusive mandate differentiated us from other alternative asset managers; and the data-driven quality assurance allowed our model to scale. We’d found something we could bet on!
Of those original 40 companies, we’ve chosen to retain 14 inside our portfolio. They’ve performed well over time, even as we pivoted to concentrate on SaaS. These early acquisitions while we were cutting our teeth were instrumental in helping us discern the difference between growth and scale, between work that’s a little too “custom” versus the efficiency of repeatable systems, and between businesses that were too dependent on external forces versus those that function irrespective of sudden debilitating changes to algorithms outside our control.
We updated our data accordingly.
Being data driven is part of what makes us surefooted, prudent operators. Some companies will just have an idea and say, Let’s build it! and then they find out that nobody wants to pay for it. That’s money that was just spent without a return.
That’s not us.
We’re conscientious, observant and patient, piloting new initiatives carefully before rolling them out. We’re highly discerning about what we expand and introduce. We’re careful not to add a new feature or plugin, for example, unless there’s a clear business case for it and a glaring indication that there’s market demand.
Instead of hustling ideas to market, we test small first to make sure a new initiative is a viable investment. If we’re getting the returns that we want, great. Then we can increase and scale that investment until we fully deploy a new feature.
While data isn’t everything—after all, there’s a good deal of psychology and intuition in acquiring well—robust data absolutely underpins how we make all our decisions. When SureSwift is out there evaluating businesses for acquisitions, we’re looking for companies that are profitable, growing, and have a diverse customer base coupled with low churn. We look for that high net retention rate, because it’s a positive indicator that a SaaS company is able to grow without relying solely on acquiring new customers. It's a key metric for assessing customer satisfaction, product stickiness, and the effectiveness of a company's sales and customer success efforts. (For an excellent overview on the importance of net retention, consider this cautionary tale.)
We’ve built this model for founders, too.
We don’t just want to attract investors. We want SureSwift to be a preferred partner for founders, too.
It’s no secret that founders know there are a ton of companies out there that want to buy their SaaS business, especially the great ones: high-margin businesses that are growing and profitable, with low churn and a diverse customer base. There's a lot of demand.
But unlike traditional private equity companies, we really want our founders to stay with us for the long haul.
Historically, this is how it usually goes: a founder sells their company and works with the acquiring general partnership for, say, three or six months before heading off into their next venture, cash in hand—and fairly uncertain of where to put their nest egg. Should I invest in other software-as-a-service companies? Do I become an angel investor and take the risk of betting on early-stage startups? Should I also look at acquiring and rolling up companies to get in this game too? Maybe I’ll move to Cabo and call myself a mentor.
What if instead of cashing out—and bugging out—our founders instead rolled some of the equity from their company into our next fund so that they would actually be a shareholder and receive monthly distributions along with other investors?
Crunching some numbers, let’s say there’s a company that’s worth $5 million and they really love our model. They understand that we’re great operators. They feel secure that we’re going to manage their business efficiently and optimize the profits. But instead of taking the whole $5M out—classic private equity play—maybe our founder takes $2.5M out in cash and then rolls the other $2.5M in equity into the fund. Doing the math on a $25M fund, their $2.5 million in equity would give them 10% of that fund.
So 10% of the net profits from that fund would be distributed to our founder / investor every single month because of their equity ownership.
Rather than finding another place to invest their proceeds—or building their own rollup machine—that founder can rest easy knowing that we’re buying companies at fair multiples (around four to five times profits), that we’ve got the management team in place to run them well and that, by rolling their equity, they can share in the upside of a rollup fund without taking on any of the effort or expense or risk themselves.
And they still stay connected to their baby—and benefiting from that baby’s continued growth and success.
Our approach works for bootstrapped founders who haven’t yet grown big enough to need an HR department and who want to go off and start something new. But our model also serves more seasoned SaaS companies, and those that perhaps are struggling with succession after decades of high RPMs and full-stack success. Places that already have 20 or 30 employees, where the founder wants to retire and the kids don’t want to take it over.
And it’s perfect for founders who want to keep running a great business, but also want support from experienced operators to make it even greater. SureSwift offers our business leaders an environment that supports them through skill guilds and our EOF (exceptional operator framework), which empowers SaaS operations mastery and the opportunity to build an enduring business and competent team, scaling success for all stakeholders.
We’re throwing our stake in the ground: We want to be the go-to acquirer that founders trust will look after their business, look after their legacy, look after everything that they've built.
We’re in this as owners right alongside you.
We are owners first, and we approach all our acquisitions with this level of committed seriousness. We want to get it right—to put the right eggs inside each basket—because over time we’d like SureSwift to own as much of each of our funds as possible. We have created a highly profitable model for investors to co-own a basket of profitable growing bootstrapped SaaS companies. We have put investors first and then we too invest. We are aligned.
We’ve filled our Fund A and our Fund B and we own 10% of each.
Let’s look at Fund B as an example, to see how it works. SureSwift owns 10% of Fund B. We put 10% of our own money in—so we're investors right along with our other Fund B investors. We win together that way.
Looking at the return on our invested capital with this model, we invest our own capital to own 10%, 20%, 40% or whatever possible of the fund- and then we get an additional 20% on top as a management fee. So we boost our own returns on invested capital. Completely independent of an up or down market, amplified returns on capital are a good thing. Pretty powerful.
We’re making money for our investors, and we’re deepening the foothold SureSwift has in the market, building for longevity. We’ve created the processes. We’ve hired the right team. We’re great operators. We run all of our companies efficiently with careful analysis of every single cost and benefit, always looking for ways to improve profitability. And as we build wealth for our investors, SureSwift will, in time, become the largest investor in our future funds.
Our model also gives us incredible stability in down markets. Most companies—the 99 other companies that are sort of like us but aren’t us at all—are struggling to raise money right now. Few investors want to step into that kind of risk, handing over money in a down economy (I guess it’s up last month. We’ll see if this rebound is here to stay) that they’re not even sure they’ll get a return on for seven or eight or ten years. And because nobody wants to invest in a question mark, these other rollups can’t make any acquisitions…right when the best deals are available.
Right now with economic uncertainty, a discerning firm can buy companies for maybe four times profits instead of five or six times profits. But some competitors aren’t actually bidders right now because they’re unable to raise money. Our robust, data-driven model and its feature of paying consistent monthly distributions to investors means we can raise money, so we can take advantage of the deals that arise when the market dips.
Our investors love our model, because they get to take advantage of these better deals and receive monthly distributions- 80% of the profits our companies make every month. It’s a huge win for them in a down economy. And it’s actually a huge win for us too, because instead of not being able to make any acquisitions, we can continue to take advantage of all these great deals and still earn a fair management fee.
But I started this section by talking about the key reason we invest and hold, and operate with an owner mindset, so let’s return to the main point: We’re in this journey right beside you.
And we look forward to a long and fruitful ride.
How We Pay Our Investors
Let’s take Fund W (for winter because, well…we’re in the middle of it). If the monthly revenues from all the companies inside Fund W total $3,500,000, then the admin fee of 2% of revenues would come to $70,000.
If monthly profits after the above admin fee come to $1,715,000 (50% profit margin), then the 20% management fee would be $343,000, and distributable profits would come to $1,372,000. Each investor would receive their pro rata share of these distributable profits for the month.
This is different from the way traditional private equity works.
This is also much better for investors.
If this model’s so hot, why isn’t everybody doing it?
Well, some people are—or something like it. You may have heard of a company called Decisive Dividend, a rollup specifically targeting the manufacturing sector. Steel products, gaskets and grommets, heating pads for farms—they invest in a real mix of industry. They're buying these companies at a very similar rate that we are: about five times profits, give or take.
Like SureSwift, Decisive Dividend really understands the metrics of success. Whenever they talk about adding value, it’s always based on a thorough analysis of the data, and broken out on a per-share basis. So if they’ve raised money, then gone and made an acquisition, they talk about that acquisition in a transparent, granular way to their shareholders: “This is what it means to you, as a shareholder, on a per-share basis. This acquisition is going to increase the profits per share by 19%” or whatever the case may be. Since this is on a per-share basis, it sure seems like the stock price will re-rate higher, perhaps in lockstep with the added profit-per-share percentage boost.
This kind of granularity is rare. I haven't seen any other company be so transparent by explaining how the metrics for each new acquisition really make sense from the investor’s perspective.
I appreciate how Decisive Dividend goes about their business: following a disciplined acquisition strategy that prioritizes both growth potential and steady cash flow; running the businesses they acquire alongside the best and the brightest on the inside; buckling up for the long-term so that their businesses continue to survive, flourish and provide economic benefit to their communities; and keeping investors in the loop with clear, transparent data.
Of course I personally invested. From what I can tell, Decisive Dividend is very similar to SureSwift Capital. They too understand that the most important skills of a serial acquirer are capital allocation and being all-things-data-driven.
Another manufacturing serial acquirer I’ve been analyzing is Terravest Industries, a diversified Canadian corporation that manufactures and sells goods and services in the energy, agricultural, mining and transportation industries.
SaaS rollup operators take note: VMS SaaS isn’t the only vehicle for compounding returns at 25-30%. Don’t let the words “industries” and “dividend” fool you; these are potential ROE monsters, IMO. (This is not investment advice. Please do your own research.)
For SureSwift, we call our dividends “distributions”. It’s really the same thing, except we don’t have an associated payout ratio, as all our fund net profits are paid out after the management fees each month.
These two companies aren’t SaaS, but they are capital allocators—and great ones at that.
I opened this article by talking about the company that started this play many years back, in 1995, gradually inching its way toward icon status and more than 500 companies inside its holdings via prudent, discerning decisionmaking and a disciplined focus on acquiring software companies in vertical market segments: the mothership, Constellation Software, with a market cap of 68 billion.
Of course I invested. And I’ve learned from watching them.
While Constellation is a holding company that operates like a permanent investment vehicle and SureSwift is more of an alternative asset manager—although not strictly; I’d probably lose an argument with a lawyer over the term—their model is still closer to ours than classic private equity. We both manage companies on behalf of our shareholders and investors over the long term in order to guarantee cash flows and value that compounds over time.
In our case, this compounding is made possible by diligently researching and acquiring high-performing SaaS companies, running them as prudent operators, and then stewarding the profits to share around. Continuous acquisitions and novel fund series keep moving energy into the system through an elegantly crafted flywheel. Our fund investors have a choice: keep their monthly distributions or bank them for funds C, D, E, F, G etc. Future funds will provide further opportunities for compounding.
Nailing that flywheel effect takes some expertise. Our success as an aggregator hinges on us being excellent capital allocators. We know when to reinvest in the product, and when to share those profits as distributions. This knowledge of when and where to direct capital is the golden key that unlocks that predictable compounding return. Our goal is to always have an active fund facilitating this flywheel.
Prudence and transparency: The two sides of the trust coin.
So it takes some knowhow. And it also takes trust. The success of companies like Constellation Software and Decisive Dividend is down to the way investors trust their decisions and outcomes.
Other companies in this rollup space haven’t led with the same kind of transparency and investor focus, and the results are in. I’m thinking of just one of many companies that’s taken a beating on the market in recent months because they don’t operate with this prudent “owners” mindset. They raise money and buy businesses in a niche vertical, just like SureSwift and Decisive Dividend. But where they stray off course is in not sharing with investors any insights into the businesses they’re buying. They don’t understand the data side of this model, and the importance of disciplined capital allocation and measuring what matters to investors. And shareholders are penalizing them for it.
We’re not publicly traded, but I don’t see that as any reason not to report out with granularity. I prefer to put out all of the information that really matters to shareholders and investors, so you know as much as I do about what you own.
One final note here, while we’re talking about rollups. It’s worthwhile doing your research to be sure of who you’re investing with, because there are a lot of players in this space and it’s getting more crowded every week. More than a few companies are trying to do what we’re doing. There are some really charismatic people in this space who speak loudly and often, but many investors aren’t aware that they’re being guided in a specific direction to benefit the owners of those charismatic voices, rather than what’s in their best interest.
The loudest voices are the ones people tend to hear. We see evidence of this all over the media, social and broadcast alike. Loud, confident voices have a lot of pull! That’s fair: we’re all emotional creatures and can be swayed by a compelling-sounding argument.
But there is great value in the quiet labour of year upon year of observation, contemplation and accrued experience. I won’t be swayed by something that sounds like a silver bullet. I hope my advice will get you thinking.
Be attentive, and notice when people are just sharing vanity metrics. Maybe they’re talking about things like top-line revenue growth, number of employees or the size of the total addressable market: things that are nice, okay, but they’re not revealing much about whether they really understand how to create value for investors.
There are also a number of companies like us that have chosen to go public when they’re still really small, but the public markets just sell their shares down into the ground.
We’re not up to any of those things.
We’re in the game of operating with prudence, distributing earnings fairly, and creating astonishing, long-term compounded value.
It’s a long game…but with monthly distributions. And we’re in it to win it— with you.
I’ll share more in the coming months, but it made sense for me to first introduce you to SureSwift’s model and show you how it’s different from other models. We really want to keep it that way, operating with prudence and in the most informed way possible, while keeping our investors in the know.
We’re different from classic, “big” private equity. I guess when you look at the gross movements on the board, we still operate largely like a PE player, but we’re smaller scale, more intent (in my opinion) on mutual success, and certainly more fair to our investors. Private equity is due for an upgrade, particularly with SaaS buyout funds, and SureSwift’s model represents improvement that benefits investors. We really are building a better way.
Do your own due diligence. All investments are risky. SureSwift Capital funds are risky and the loss of your entire investment is possible. This is not to be construed as investment advice. No investments are recommended. SureSwift Capital funds are for accredited investors only and are NOT available to the public.