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Tom Carter
Experienced Business Development Leader
Tom Carter is the Principal at Kickdrum Technology Group, a position he has held since January 2013. He is based in San Juan Capistrano, California, and has over 500 connections on LinkedIn. His professional background includes significant experience in technology and entrepreneurship.
Professional Experience
- Principal at Kickdrum Technology Group (2013 - Present)
- Founder & CEO of T. Carter LLC (2010 - Present)
- Founder of RecipeComparison (2008 - 2014)
- CTO at OptionsHouse (2009 - 2010)
- CTO at PEAK6 Investments (2006 - 2009)
- Founder & VP Technology at Trilogy Software (1989 - 2006)
Education
Tom Carter holds a Bachelor of Science (BS) degree from Stanford University, which underscores his strong academic foundation in technology and business.
His extensive career reflects a commitment to innovation and leadership within the tech industry, particularly in roles that leverage his expertise in technology development and strategic management.1
Highlights
Kickdrum recently performed technology diligence for a PE firm that was evaluating a target software company. The investment thesis focused on attracting new customers with a significant investment in sales, brand, and marketing.
We identified several areas of risk during our diligence including:
➡ The target company has no codified plan for maturing their customer support organization. Current ticket times and response times are 1.5x industry averages, which puts them at risk of customer churn, especially as they add more customers.
➡ The target company plans to grow using a “land and expand” model; however, the sales team is not incentivised for this approach, and roles and responsibilities between sales and customer success are not clear.
➡ The engineering team almost doubled recently, causing growing pains, and the team was unprepared for more growth. They need proper training, mentorship, and documentation to support any new growth plan.
➡ Constant customization makes growth and scale more expensive. Sales says yes to everything and engineering can’t accurately estimate the costs or time for development.
➡ The engineering team has a lack of accountability, and only hits target deadlines 55% of the time. This is mostly caused by a gap in their ability to track and prioritize activities, and by “hallway” activities that distract from the main projects.
As part of our diligence process, Kickdrum helped the PE firm understand what it would financially take to address the issues, including resource and time estimates.
Ultimately based on these and other findings, the PE firm decided not to move forward.
Our approach to tech diligence has helped investors re-trade or avoid an estimated $944M in deals with limiting risk factors and hidden product, technical, or go-to-market deficiencies.
If you have an acquisition or technology diligence question you’d like to discuss, I am here to help.
#PrivateEquity #FamilyOffice #TechDiligence #RiskManagement #DirectInvesting
Family offices are highly focused on private markets, with 71% planning to make six or more direct investments over the next 12 months, a 15% year-over-year increase- according to BNY Wealth.
Like many private equity (PE) firms, 42% of family offices cite time constraints as part of the diligence process as a top challenge. Knowing that our diligence time and access is always limited, Kickdrum starts every assessment by exploring our customer’s investment thesis. We rigorously prioritize and tune the depth of our inquiry to avoid wasting a moment or resource on issues that don’t matter.
In a recent PE deal, the thesis was focused on developing a Gen AI product while maintaining the target’s current product and earnings/profitability. So rather than going deep on risks around the existing offering, we focused on contextualizing the Gen AI feasibility and development project risks. Some key questions: ❇ How much time and money will it take to develop the GenAI product? ❇ Where can costs be optimized (perhaps through additional automation or reducing hosting expenses) to fund any new development? ❇ Will this development be done in-house or outsourced, since that impacts both cash flow and overall velocity? ❇ For in-house development, do they have the resources to recruit and hire in-demand AI specialists?
All answers to the questions above could be acceptable, but what mattered most was the ability of the management team to articulate a clear strategy for decision-making on funding allocation, including areas of the business that may need to be paused or trimmed to accommodate this initiative.
This kind of diligence isn’t going to be covered by ticking a box on a checklist. It’s a bespoke, thesis-driven approach that requires extremely senior technology experts who’ve seen it all, and can work with limited time and budget to find and mitigate risk.
If you have an acquisition or technology diligence question you’d like to discuss, I’d love to help.
#PrivateEquity #FamilyOffice #TechDiligence #RiskManagement #DirectInvesting
