Insights

At a recent event hosted by TAG’s Corporate Development Society, Georgia Oak’s Dean Ditmar joined fellow panelists Peter Stewart (Cyviz), Steve Keck (Span the Chasm), and moderator Christy Rushing (CorpDev Consulting) for a candid conversation about what it takes to scale a business without ruining what made it special.

The panel unpacked the often-overlooked building blocks required before launching into M&A, expansion, or other growth strategies. From culture to systems to leadership, here are the key takeaways.

Start Before the Deal Closes

One of Georgia Oak’s biggest differentiators is the depth of involvement before a deal even closes. “We start building trust during diligence,” said Ditmar. “We’re local, so we’re already on the ground with the management team.”

Ditmar described an example of bringing in Georgia Tech’s MEP team to a new manufacturing partner company pre-close to assist with a strategic plant move, illustrating how Georgia Oak’s partnership approach is hands-on even before the check is signed.

A Structured, Flexible Playbook for Value Creation

Ditmar described the Georgia Oak value creation playbook that spans the deal life cycle and is broken down into four phases:

1. 100-Day Plan – A customized, multi-functional roadmap template with prioritized actions, timelines, and responsibilities.


2. Immersion Phase (Months 3–9) – Collaborative planning around business strategy, budgets, and team alignment.


3. Execution Phase (Years 1–3) – Focused on scaling through M&A, operational upgrades, and leadership development.


4. Consolidation – When the time is right, Georgia Oak supports portfolio companies in preparing for an exit, including finalizing add-ons and refining the long term plan. Georgia Oak will then take the lead on banker selection and go-to-market strategy.



Because Georgia Oak isn’t bound by traditional fund timelines, they can hold businesses for as long as it takes to grow sustainably. “We’ve operated many of our portfolio companies for a number of years,” Ditmar noted. “That kind of flexibility and long term vision gives comfort to founders focused on legacy.”




People First, Always




Time and again, the panel came back to one theme: the people make or break the strategy.
Ditmar emphasized identifying leadership gaps early and making key hires fast. “There’s no point building a plan the team can’t execute,” he said. Georgia Oak often adds fractional CFOs and operational leaders in the early days to stabilize and accelerate progress.




Steve Keck added, “The people who get you to $5 million may not be the ones to get you to $50 million. That transition has to be managed intentionally.”




Systems, Sales, and Data Discipline




Founders may not realize how much inefficient systems and messy data hold back decision-making. Georgia Oak addresses this quickly, often making their first hires in finance roles. Clean financials and upgraded systems lay the groundwork for strategic decisions and reliable growth.




Sales and marketing also get early attention. “How are you positioned? What makes you different?” Ditmar said. “That’s where our team leans in — including brand strategy, top of the funnel lead generation, and go-to-market clarity.”




Scaling Culture, Not Just Revenue




Peter shared his experience scaling Cyviz from a Norwegian startup to a global tech company. The key to scaling without losing your soul? What he calls the cadence of culture: regular, intentional team gatherings to reinforce shared values.




“Success begets success,” Stewart said. “Win that first deal in a new market, highlight the team who did it, and build from there.”




He also cautioned leaders to protect the quiet rockstars — especially in technical roles. “Losing key contributors can slow innovation and weaken valuation,” he said.




When It’s Time to Pivot




Steve described how misalignment shows up before leadership sees it: rising turnover, cultural disconnects, customer complaints. Founders must be attuned to these early signals.




He also stressed the importance of founder mindset. “Going from founder to CEO isn’t just operational — it’s emotional,” he said. “You have to trust others to own outcomes and be willing to let go.”




Bottom Line: Growth Starts with the Fundamentals




Moderator Christy Rushing closed the discussion by tying it all together. Whether you’re preparing for M&A, expanding into new markets, or simply professionalizing your operations, the building blocks matter: the right people, clean data, trusted leadership, and a roadmap everyone’s aligned on.




At Georgia Oak, those fundamentals aren’t an afterthought — they’re the core of how we help companies grow.