Self proclaimed philosopher and aspiring total supply chain solutions provider for the ICT industry.

You can get in touch with me at sales@truelog.com.sg

Truelog Pte Ltd:
Headquartered in Singapore, Truelog started as a freight forwarder and has evolved into a full-service supply chain provider specializing in the ICT industry.

We offer Importer/Exporter of Record (IOR/EOR), secure warehousing, white-glove delivery, and specialized services like IT asset management (ITAM) and secure disposal (ITAD).

With 24/7 control tower support and expertise in handling high-value IT equipment, we partner with our customers to provide seamless, compliant, and secure global logistics solutions.

Ibn Talal

We’re building out our international trade execution team at Truelog.

We are hiring an International Trade & Pricing Specialist based in Singapore.

You will be working directly on:
- global trade pricing and partner negotiations
- customs documentation and compliance
- execution across multiple overseas markets

This role requires someone sharp, structured, and operationally serious.

If you’ve been in freight forwarding or trade operations for a few years and want to step into a higher-responsibility regional role, apply.

📩 careers@truelog.com.sg

Founder and Director at TrueLog Pte Ltd - IT Supply Chain Solutions Provider | Business & Philosophy Thought Provoker

From starting my career as an Electrical Engineer to becoming one of North America's most respected M&A strategists, my journey has always centered on creating and unlocking value.

Today, I serve as a Board Member in public and private companies, CEO mentor, and trusted advisor to management teams navigating critical inflection points—especially around helping owners and management teams prepare for an eventual ownership transition, M&A, and driving growth, profitability, and equity value.

🔹 Board & Governance Leadership
• Public company Board experience, including Audit Committee Chair (Cyber and Risk), Compensation, NomGov, and Strategic Committee Chair
• NACD Director Certified and NACD CERT Cybersecurity Oversight Certified
• Extensive private company Board experience, including Chairperson and Operating Partner roles
• Former Investment Bank Chief Compliance Officer | FINRA licenses: Series 7, 24, 63, 79, 99
• Honored with 8 M&A awards, including “Dealmaker of the Year” in North America

🔹 Hands-On Operating & Investment Experience
• 30+ years leading 100+ successful M&A transactions as a Private Equity buyer, investor, banker, and Board Member
• Deep domain expertise in value-added business models including those in the supply chain, distribution, and engineered products arenas
• Passionate about helping founders realize long-term goals—from growth and liquidity to legacy transitions

🔹 Purpose-Aligned Private Equity
As Co-Founder of Supply Chain Equity Partners—the only committed-capital PE firm in North America focused exclusively on distribution—we don’t just invest; we partner deeply with management teams to scale lasting value.

🔹 Strategic Impact in Youth Sports
I also serve as a Strategic Advisor to Signature Athletics, one of the fastest-growing youth sports ecosystems in the U.S.—providing on-demand uniforms, gear, camps, and scholarships to over 500,000 young athletes.

This mission-driven platform sits at the intersection of logistics, brand affinity, and long-term impact—an investment thesis I’m proud to support, where purpose accelerates equity value, not competes with it.

🔹 What I Share Here
• M&A strategy and value creation
• Boardroom insights and execution lessons
• Driving value-add in a business and embracing tech-enabled business models
• What makes a good company great—and saleable—at maximum value

📩 Looking for a board member or advisor to help grow your business or guide your eventual ownership transition or M&A journey? Email me at jgreyson@supplychainequity.com.

Jay Greyson

EBITDA can look great AND still lie to you.
We’ve seen businesses post strong adjusted EBITDA…
Only to fall apart after closing.

Here’s why:

EBITDA tells you what happened.
Not what’s really happening underneath.

We looked at one distributor recently:

✔️ 17% EBITDA margin
✔️ Clean adjustments
✔️ Clear growth story

But buried beneath that?

• Deferred maintenance CapEx
• Underpriced, multi-year legacy contracts
• Sales team turnover
• Shrinking order sizes
• Rising freight costs post-close

None of it showed up in EBITDA.
All of it affected value... immediately.

Here’s what smart operators and buyers look for behind the number:

🔹 Is gross margin trending in the right direction?
🔹 Are SG&A costs being deferred or disguised?
🔹 Are you capitalizing opex to boost EBITDA?
🔹 Are customer and vendor relationships diversified, or concentrated?
🔹 Can current performance actually be repeated post-close?

EBITDA is a useful signal.
But it’s not the full story.
It’s the polished surface, not the foundation.

And as a buyer, you want to own sustainable cash flow, not temporary optics.
If you’re building to sell, don’t just “optimize” EBITDA.
Make sure the story underneath it can survive real diligence.

Because the best buyers?
They’re not buying the past.
They’re buying what’s durable.

Follow 👉 Jay Greyson for practical insights on building, buying, and scaling businesses.

You can’t fix culture with a spreadsheet.
But most middle-market deals pretend you can.

We’ve seen acquirers model every line of the P&L:

✔️ Cost synergies
✔️ Headcount savings
✔️ Procurement leverage

But they skip the one thing that can tank the deal:
People.

In middle-market acquisitions, people aren’t just part of the business.
They are the business.

Especially when:

→ Relationships drive revenue
→ Founders still lead ops
→ Teams wear five hats each

Here’s where culture risk shows up post-close:

• Unexpected resignations
• Passive resistance to integration
• Lost customers who “liked the old team”
• Declining morale that slows down execution
• “Us vs. them” behavior that kills collaboration

None of that shows up in due diligence.
But it shows up in performance.
Fast.

So if you’re evaluating a deal, ask early:

→ What’s the real culture on the ground?
→ Who holds influence, even if they don’t hold title?
→ What changes will feel like a threat to this team?
→ What’s being promised vs. what will be delivered?

And if you’re a seller:
Understand this now.

Buyers don’t just inherit your books.
They inherit your people and culture.

Make sure it’s strong and transferable.
Because integration is never just an operating plan.
It’s a leadership challenge.
And spreadsheets can’t do that work for you.

Follow 👉 Jay Greyson for practical insights on building, buying, and scaling businesses.

High revenue doesn’t mean high value.
And it definitely doesn’t mean high profit.

We’ve reviewed companies doing $150M+ in revenue…
That were barely breaking even.
Sometimes losing money.

Why?
Because not all revenue is created equal.

Here’s what we see too often:

🔹 Deep discounting to chase volume
🔹 Low average order value and lines per order → unprofitable orders
🔹 Sky-high freight or fulfillment costs
🔹 Long payment terms with low-margin customers
🔹 Service-heavy accounts with untracked cost-to-serve

The result?
Big top line.
Tiny (or negative) bottom line.

If you're building to sell, remember:

→ Buyers don’t reward size.
→ They reward quality of revenue.

So we look deeper:

• What’s your gross margin by customer segment?
• Are you pricing for profit—or for market share optics?
• Can your top accounts survive a 5% price increase?
• Is growth coming from high-churn, high-cost channels with a high customer acquisition cost?

Revenue gets attention.
But profitable revenue gets paid.

If your largest customers are the least profitable,
You're scaling the wrong part of the business.

One fix to start today:

Pull your top 20 customers.
Rank them by gross profit and profit per order (both contribution profit and fully burdened profit), not revenue.

Then decide who’s worth growing, and who’s quietly draining value.
And find more customers that look like your best customers!

Because scale without profit?
That’s just a busy way to go broke.

Follow 👉 Jay Greyson for practical insights on building, buying, and scaling businesses.

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The Battle

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