I spent 14 years at Packback, the company I co-founded, including two after it was acquired by private equity. That experience is why we work with private equity. A company in that transition is in a vulnerable place, with new owners, a new plan and pressure to show progress quickly. We want to help companies navigate that change and build businesses that endure.
We named the company after the Medici, the Florentine family whose patronage made so much of the Renaissance possible. Patrons didn't make the art, but they made the art possible. At its best, that's what private equity and financial sponsors do for companies. It's also what we hope to do for the companies we work with: enable you to do your best work, clear blockers out of your way, and support you as a true partner.
Right now, the great test in front of companies is how they adopt and adapt to AI, which has raised the bar overnight for what “good” looks like inside every team. We want to partner with executive teams building businesses with the potential to last beyond their lifetimes.
We believe that the more the world changes, the more the foundations of a working business stay the same: a clear mission, an understanding of how work actually gets done, thoughtful change management and an awareness of culture. These matter far more than which AI tool a company uses.
The MDs and VPs we work with already have good tools for assessing companies across a portfolio, but the real picture of what is happening inside a portco only emerges when you get close to the team and study its processes, bottlenecks and culture. And for the CEOs we work with, adopting AI isn't as simple as buying another tool. It's a strategic shift that balances short-term “low-hanging fruit” with planting the seeds for long-term change, and for non-technical companies it's a heavy technical lift.
That's why we built Midici to get into the details with each company: identifying the opportunities, building a metrics-based AI Value Creation Action Plan, and helping the team execute.
