I always liked the term opportunistic. I have started multiple companies, because I noticed an opportunity within a defined market that I believed I could exploit.

Twenty (plus) years ago, there was less data and I relied more on tribal knowledge. Yet, I always did my due diligence. Admittedly, I relied more on tribal knowledge. In other words, I trusted my gut instincts.

I have learned many lessons over the last two+ decades. I have made mistakes. Ironically, I made the mistakes with my own money, and never for a client or an employer.

I have learned that being “opportunistic” is not a good as being strategic or tactical. I have come to learn that when a company, Fund or Family Office states they are “opportunistic buyers”, it usually means they have no clearly defined strategy.

Growth doesn't just happen. It doesn't matter if it is organic, accretive or innovative. Growth must be tactical and strategic.

I still trust my instincts, but I back it up with lots of data now that fit into the actionable strategic plan, which results in predictable financial models. Lessons learned.