Greg Moran

Multi-Exit Founder & CEO, Advisor, Investor, Board Member | Posting daily insights to help you scale to $100m+. Host - The Founder’s Journey Podcast

Author of The Adaptive Innovator | Creator and Host, Scaling Across Borders | Founder | Investor | Founder Coach

NOTE: IF YOU'RE TRYING TO CONTACT ME, USE GREG@SCALINGACROSSBORDERS.COM, NOT LI MESSAGES. It's unmanageable and I will not respond through LinkedIn messages or InMail.

I’ve been a founder for most of my adult life, from glass-walled boardrooms in New York and Pali Alto to coffee-stained coworking tables in Kosovo and Delhi. Not because I planned it that way, but because I could never quite shake the pull of building something from nothing.

In my early years, I chased growth at all costs. The pace was relentless, the stakes high, and the wins… like realizing a bottled-up vice for the first time. You knew it was staying with you, for better or worse. I built and exited multiple companies, including two at nine-figure valuations.

It looked great on the outside, but inside? I was riding a bull that was kicking my ass.

Building a company is like taking off in a plane you’re still bolting together mid-air. The only goal at first? Get enough distance between you and the ground so when shit goes wrong … and it will … you’ve got time to respond before the ground rushes up to meet you.

If you’re not intentional, that ground gets closer a lot faster than you think.

That realization changed everything.

Today, I’m still building, but on my terms. I help founders scale with freedom: keeping their vision intact, owning their time, and leading teams built on trust and durable systems, not constant fire drills.

I do that through:

-> Evergreen Mountain Equity Partners — investing in and advising values-aligned companies.

-> Outsorcy — an AI-first, decentralized talent platform helping companies scale global teams smarter.

-> Scaling Across Borders — a docuseries capturing the unfiltered stories of entrepreneurs building in overlooked markets worldwide.

-> My book, The Adaptive Innovator — a playbook for leading with clarity and adaptability in an unpredictable world.

I post founder-to-founder insights here daily … from scaling a remote team across time zones to navigating your first big exit … so follow along if you want the real playbook, not the highlight reel.

The world’s best founders aren’t all in Silicon Valley … and I’m here to prove it.

-> More at GregMoran.me

-> Subscribe to my newsletter: Scaling Beyond Borders at https://expert-creator-5823.kit.com/82c0e3e8c9

-> Buy The Adaptive Innovator at https://a.co/d/75ifhwQ

📬 DMs open for 1:1 coaching, retreats, speaking and credible business opportunities.

Chief Executive Officer (Interim)

At Conquer we are making selling smarter through our enterprise sales enablement platform. Our comprehensive solution combines automation, advanced analytics and AI-driven insights to empower sales teams and drive revenue growth. 

By leveraging our platform, sales professionals can optimize their strategies, enhance customer engagement, and close deals more efficiently. 

Today marks 18 years of independence for Kosovo. 🇽🇰

When I first started filming Scaling Across Borders here, people asked me: "Why Kosovo?"

My answer was always the same: Resilience is the ultimate competitive advantage.

And that is exactly what Jeta Xharra shows us in this sequence from Episode 1. As a fearless journalist preserving Kosovo’s truth through her Museum of Resistance, Jeta reminds us that this is a nation that didn’t wait for permission to join the global stage. They built their own door out of the very history she protects.

Happy 18th Independence Day to the people who redefined my understanding of growth. You aren't just building a country. You’re building a blueprint for the future of global work.

The world is finally watching. And they like what they see.

To the founders and creators I’ve met on this journey, thank you for letting me tell your story.

You can watch Scaling Across Borders on Youtube.

Link: https://lnkd.in/dzb_-GpJ

Host & Creator, “Scaling Across Borders” | Author, “The Adaptive Innovator” | Multi-Exit Founder | Investor | Please use greg@scalingacrossborders.com to contact me, not LI messages

From the Balkans to the Baltics, join us as we explore the entrepreneurial ecosystem of Estonia for Season 2 of Scaling Across Borders.

After the conversations, insights, and founder stories from Season 1, we’re continuing the journey in one of the most advanced digital economies in the world. A country known for building global companies, bold founders, and systems designed for scale.

This season is about learning directly from the people building in one of the most forward-thinking innovation hubs in Europe.

New conversations.
New founders.
New perspectives on building globally.

If you know a founder, leader, or operator in Estonia who should be featured in Season 2, or if that person is you, find the details of application in the comments.

The "hero founder" model is collapsing.

For a long time, we’ve been told the only way to build a company is to be the martyr. The one who works 100 hours a week, manages every micro-task, and burns out by year three. 

We called it "the hustle," but it’s actually a trap. 
It’s the death of the traditional founder.

The future belongs to the Sovereign Founder.

A Sovereign Founder doesn't measure success by how many hours they spend in the trenches, but by the strength of the systems they build. 

This shift is driven by network-powered leadership. In the old world, you built a kingdom with walls. In the new world, you build a node in a network. 

You don’t need to own every resource, you just need the vision to connect them. Your value is your ability to leverage the right people at the right time.

The engine behind this is global teams. 
The Sovereign Founder hires based on talent and resilience. By leveraging decentralized teams, they get high-performing talent, 24/7 operations, and massive cost efficiency.

It’s time to move toward a model where your business scales because of your leadership, not in spite of it.

I used to think that being everywhere at once was the only way to scale.

I was in every Slack channel, every meeting, and every minor decision.

"He who is everywhere is nowhere"

If your attention is spread across a hundred different "priorities," you aren't actually leading, you’re just drifting.

This Monday, I’m choosing to be "nowhere" for the small stuff so I can be fully present for the big moves. 

Where are you over-extending yourself this week?

Being a founder is the loneliest job in the world...until it isn’t.

Early on, it was just me and a laptop. 
Every win felt small because I had no one to share it with. 
Every loss felt like a mountain because I had no one to help carry it.

Today, my perspective has completely shifted. 

I’m looking at our Ambassador Program and realizing how my network has become a community of builders helping each other win, and that's what this program is about.

It’s a way to reward the founders and operators who are already out there helping their peers find better talent. And if you really want to know how this works, join the webinar I am hosting on March 26th.

Save your spot here and let's built together: https://lnkd.in/eM3sP3ny

I’ve seen it happen dozens of times. 

A founder friend tells you they’re drowning in hiring costs or can’t find a reliable developer, and you point them toward a solution because that’s just what we do as builders. You provide the value, they get the talent, and the cycle continues.

But at Outsorcy, we realized there was a way to actually reward that trust.

The Ambassador Program was built for people like you...founders and operators who have spent years building a reputation and a network. 

When you make a warm intro to us, you're opening a door to a model that has helped companies scale while saving hundreds of thousands in overhead.

Now you have the chance to see how this works for yourself.

On March 26th, me and Jim Trimarco are hosting a webinar to walk through the exact mechanics of how one simple email introduction can turn into a consistent, four-figure monthly income for you.

If you’ve ever wondered how to actually monetize your network without feeling like a salesperson, this conversation is for you.

Save a spot and let’s talk about it.
Link in comments.

Helping Executives and Professionals break into Private Equity as Operating Partners, Executives, Board Directors, or PE-Backed Buyers — positions most never knew were accessible to them.

The Real Problem: Most executives are invisible to PE not because they lack credentials, but because they position themselves wrong. They send resumes (job seeker signal) when PE needs Investment Theses (owner signal). They speak corporate language when PE needs value creation metrics.

My Background: Founder & CEO Single Family Office, Independent Board Director on a dozen boards and Chair of the PDA PE Portfolio Company Certification Task Force. Former PE Principal who made the same transition you want. 100+ M&A transactions and raised over $1 billion in capital. I've been the operator PE firms hire, the board director who advises them, and the investor evaluating thousands of deals & candidates. 

What I Do: I know exactly what they want and what works and compress the typical 18-24 month ‘if ever’ DIY struggle into 12 weeks. Executive & Professional strategic refinement of positioning and Introductions, without losing months of 'Opportunities'

•	PE Strategic Positioning 
•	PE-Readiness Assessment & Gap Analysis
•	Investment Thesis Development
•	Impact Story & Portfolio Examples
•	Targeted PE Network Introduction Map
•	Investment Thesis Pitch Event Invitation
•	Direct PE Introduction Events
•	Private Group Community (Peer networking bonus)

Your track record doesn't expire—your market window does. Let's talk about your PE transition.

Greg Head

PE doesn't fund stories. It funds these 5 numbers (Bonus 6th) and a Pro-tip

The deal thesis that get funded share 5 components

1. Market Position Clarity

Don't say "we're a leader in our space."

Show the math:
- Revenue rank vs top 3 competitors
- Market share percentage
- Customer concentration (top 10 clients = what % of revenue?)

PE partners want proof, not positioning statements

2. Growth Trajectory Evidence

Past performance matters less than future momentum

Include:
- 3-year revenue CAGR
- Customer retention rate
- Pipeline coverage ratio
- New market expansion timeline

If you can't show 15%+ organic growth potential, explain the acquisition strategy

3. Operational Leverage Points

Most executives hand me a strategy deck

I want to see the math on what's broken and how you'll fix it

Last month, a CEO showed me their sales team was closing 12% of qualified leads

Industry standard? 28%

That gap = $4.2M in annual revenue sitting on the table

Or take tech stack

I reviewed a $50M business running on 6 different CRMs because they'd acquired competitors but did pre-diligence the data to integrating systems

Just consolidating to one platform would save $180K annually and cut their sales cycle by 11 days

But now it'ss cost them well into the six $figures to align the data

Working capital is another goldmine people miss

I've seen companies with 65-day payment terms to suppliers but giving customers 90 days

Flip that dynamic, and you unlock $2M in cash without changing a thing about the actual business

Put dollar amounts next to each lever

Real numbers from your P&L

Not "we'll improve margins." 

Show me: 

"Renegotiating our top 5 supplier contracts = 240 basis points of gross margin."

4. Management Team Depth

PE doesn't invest in solo acts

Show your bench:
- Who runs what P&L
- Track record of each leader
- Gaps you'll fill with their capital

I've seen great deals die because the CEO and his bench couldn't/wouldn't prove the transferability of their knowledge

They thought it gave them a stronger negotiating position and security

What it was weaken them

5. Exit Math

Work backwards from their return target

If they need 7x in 5 years:
- What's the exit multiple?
- What EBITDA gets you there?
- What has to be true?

BONUS #6:

If the plan is to take a $50M revenue company to $150M

Show them what it costs (or will cost) to add the next dollar in revenue...then multiply by $100M

That's what they need to know

Show you understand their business model

The executives who get funded think like investors before the first meeting

They don't pitch businesses

They present investment opportunities

PRO-TIP: Do it on a One-Page Deal Thesis

Want a copy of my 'The One-Page Deal Thesis Framework'?

1. Connect with me
2. Comment "THESIS"

I will DM the full 47-page vault to you

P.S. Repost this and I will send it to you first

Helping Professionals break into Private Equity as Operating Partners, Executives, Board Directors, or PE-backed buyer | PE-Executive Coach | Founder Single Family Office | 100+ M&A Deals | $1B Capital Raised

I've sat on both sides of 100+ M&A transactions over 25 years as a PE principal and family office CEO.

What Bain just quantified in their 2026 Global PE Report is something I watched happen in real time across deal rooms, board meetings, and portfolio company reviews.

The math of private equity has fundamentally changed.

A decade ago, a typical buyout needed 5% annual EBITDA growth to hit a 2.5x MOIC over five years.

Leverage was doing the heavy lifting at roughly 50% of the purchase price. 

Rates were 6-7%. 
Multiples were climbing. 
The operator was useful, not essential.

Today, with borrowing costs at 8-9% and leverage ratios compressed to 30-40% of purchase price, that same 2.5x return requires 10-12% annual EBITDA growth.

That is not a marginal adjustment.

That is a complete restructuring of where returns come from.

Multiple expansion is not reliable. 

Financial engineering is not sufficient. 

The operator is now the return.

Meanwhile, the industry is sitting on 32,000 unsold portfolio companies worth $3.8 trillion. 

Average holding periods have drifted to seven years. 

Distributions as a percentage of NAV have held below 15% for four consecutive years.

That is not a capital problem.

That is an operational execution problem at scale.

The executives who understand this shift, who arrive at PE conversations with an investment thesis instead of a resume, who speak EBITDA growth and cash conversion cycle instead of functional titles and team size, are the most valuable people in the room right now.

The ones waiting for the old playbook to come back are watching a window close.

12 is the new 5. 

The operators who understand what that means are already positioning for it.

Helping Professionals break into Private Equity as Operating Partners, Executives, Board Directors, or PE-backed buyer | How to sell your business to PE | Founder Single Family Office | 100+ deals | $1 billion raised

Bain Global Private Equity Report 2026

One word on your LinkedIn profile is quietly closing PE doors.

That word: "Fractional."

The word 'fractional' on your profile isn't positioning. 

It's a red flag.

Here's what they see:
- "Unemployed" - a placeholder until a real role shows up
- "Advisor" - someone who gives advice and leaves
- "Vendor" - an outsider, not a peer

PE doesn't run companies. 

They manage investments. 

That's why they need operators embedded in the business who can drive EBITDA expansion toward exit. 

Fractional operators don't do that.

They need operators who stay, execute, and drive EBITDA expansion toward a 3x-5x exit. 

Not gap-fillers. 

Not consultants.

When your profile screams "fractional," you're not being considered for Operating Partner. 

You're being filed under "unstructured risk"

The fix is simpler than you think:
1. Remove "Fractional" from your headline
2. Cut hourly and retainer language from your bio
3. “I've led 3 companies to 4x+ EBITDA expansion and successful exits” 

Don't say "I fill gaps in your org chart."
Say "I drive EBITDA expansion and exit readiness."

Fractional is a commodity. 
Operating Partners get equity, board seats, and 3x-5x upside 

If you want PE to see you as an insider, you have to stop positioning yourself as a vendor.

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Greg Moran's LinkedIn Performance

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