When I think about the world’s largest software companies — my mind goes to Microsoft, Oracle, SAP and a few others. One thing that I didn’t appreciate (prior to GrowthGenius) is the fact that the 80/20 rule applies to the tech space as well — where there is a massive long tail of software/cloud companies that are not named Google, Amazon, Netflix and etc. A recent tweet (see below) along with a few other viewpoints (e.g. Mark Mcleod’s SMB software market thesis) has opened my eyes to the application of private equity in the software-as-a-service (SaaS) space.

One particular organization that caught my eye was Vista Equity Partners. Founded by Robert F. Smith and Brian Shethi, Vista focuses purely on enterprise software solutions and has generated a solid 22.4% return over the past ten years — placing itself in the top quartile of private equity funds in the world. As with any private equity fund, they have an explicit focus on free cash flows — going against the grain of how most tech companies work (top-line focus). Vista now specifically targets companies that have historically had a top-line focus with zero / minimal profitability. The following quote was particularly revealing:

Software companies taste like chicken. They’re selling different products, but 80 percent of what they do is pretty much the same. We exclusively focus on enterprise software.” — Robert Smith

As a founder, there is an ideological belief that ‘my product is different’ and requires an equally unique operational process. Having worked on the sales process for 30+ companies in the past few months, I disagree with this belief. I think the effectiveness of a business truly comes down to the ability to create a network effect such that the value of the business increases as more people use it.

So How Does Vista Operate?

Vista is known to follow a very specific procedure based on a highly guarded playbook called Vista’s Standard Operating Procedures (VSOP).

1) Standardized Employee Assessments

Upon an acquisition of a target company, all acquired employees are required to take a personality test that is designed to assess the long-term potential and appropriate function within an organization. This has allowed Vista to remove bias from its hiring process and boast a 35% female/male ratio which is above average but admittedly below where they want to be. There have been incredible success stories where employees at the bottom of the organization (even mailroom employees) have scored highly on the test and were trained and put in significantly higher positions.

2) ‘Bootcamp’ Style Training

After the personality/IQ assessment of employees, everyone is sent to boot camps where they’re taught best practices that were initially developed by Vista Consulting Group and augmented by companies who have gone through program ever since. The Vista Consulting Group is a team of people with operational experience — not necessarily coming from an ivy-league background but having run successful operational implementations.

“Nobody ever taught these guys the blocking and tackling of running a software company. And we do it better than any other institution on the planet.” “What we need to change, we have changed before, so we know how to do it.” “If you are a software executive, how do you build your commission structures or run your go-to-market strategy? How do you find and train talent? Who teaches you those things?” “Financial performance of a company is just a trail in the sand of the operational performance. “The more standardized the input, the more standardized the output. You have to design your system, and you have to believe in it.”

3) Driving Cross-Pollination

The training provided by Vista doesn’t end at the point of acquisition. Vista Consulting Group also facilitates events on a regular basis on a functional level (e.g. sales, customer, development tracks) and executive level (CXO track) to help portfolio companies work together and share learnings. Organizations that are able to perform above average are invited to present their learnings and make changes to the VSOP. This, ironically, creates a network effect in and of itself as companies are able to continuously improve Vista’s ability to generate immediate sustainable value.

What Can We Learn From Vista?

The main takeaway I had from this entire exercise is the importance of ‘vanilla’ tasks. When building a tech company, our mind jumps to the market changing solution that we need to create to become the next unicorn. However, Vista has shown that the vast majority of profitability really comes down to tasks such as:

1. Implementing a CRM solution and getting everyone to use it

2. Building a commission structure that balances the top-line and bottom-line

3. Managing development teams so that the company can ship as fast as possible

4. Onboarding customers

5. Hiring people at the right time

6. Building a strong culture and retaining talent

7. Understanding your ‘moat’ (how to qualify prospects/customers)

For those looking into the tech space, this should shed some light into the non-developer tasks that are essential to growing businesses. As the number of software companies continue to grow, I expect Vista to expand significantly and become the ‘Berkshire Hathaway’ of software.

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