Curated Channels
Opportunities reach Prevail through relationships, referrals, and proprietary network channels. Of the 418 opportunities reviewed to date, 15 resulted in investment.
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Most founders raise a round and immediately hire a CFO, a CMO, and a head of ops, when the more useful first hire after the term sheet is a partner with the operating experience to draw on while those internal roles are still being defined.
The Prevail team has previously scaled financial services to $5B+ AUM, sold a medical device platform to Medtronic for $645M, and led P&L at $750M operators, bringing that operating experience to every portfolio company alongside investment capital.
Six sectors that share one filter: the underlying technology has to actually work for the company to win. The harder the technical problem, the more durable the business that solves it.
Prevail and its affiliated entities employ more than seventy people. From this bench, operating support introduces EOS principles at each portfolio company from day one, providing quarterly priorities, a weekly operating cadence, and a defined scorecard. Culture Index analysis is offered to companies that elect to use it as a structured input for hiring decisions.
Where useful, finance, marketing, IT, and business development support can be drawn from this bench, so founders are not faced with hiring a CFO at five people or a CMO at twelve before the role is genuinely required.
Each opportunity moves through the same six-stage process. The majority do not advance, and those that do are evaluated against a consistent set of criteria. Process alone cannot guarantee outcomes, but it provides the discipline needed to identify and decline weaker opportunities early.
Opportunities reach Prevail through relationships, referrals, and proprietary network channels. Of the 418 opportunities reviewed to date, 15 resulted in investment.
Prevail applies M&A-style diligence to each opportunity, including data-room review, sector specialist validation, and reference work. Diligence cannot eliminate investment risk.
Where possible, Prevail seeks to negotiate structural protections and information rights. Specific terms vary transaction-to-transaction and are not guaranteed.
Prevail may introduce portfolio companies to operators, service providers, and investors in its network. The usefulness of those introductions varies by engagement.
Prevail may engage sector specialists and fractional executives for project-scoped engagements across sales, finance, regulatory, and operations, depending on the needs of the portfolio company.
Prevail encourages portfolio companies to adopt disciplined operating cadence and board formation. These are tools, not guarantees of a successful outcome.
Each opportunity moves through the same six-stage process. The majority do not advance, and those that do are evaluated against a consistent set of criteria. Process alone cannot guarantee outcomes, but it provides the discipline needed to identify and vet potential opportunities.
Initial review of the opportunity against the firm’s strategic, sector, and stage-fit criteria.
Direct conversations with the founding team, structured information exchange, and assignment of an internal partner-level sponsor.
Internal review of the early diligence summary, with an initial committee vote determining whether the opportunity advances to deeper work.
Comprehensive review of the company’s data, technology, market, and team, supported by independent sector-specialist validation of the underlying thesis.
Synthesis of the full diligence body into a written investment memorandum for partner-level review and discussion.
An in-person session with the founding team, followed by a binding partner vote that determines whether Prevail commits capital.