Jeremy Meagher serves as Head of Portfolio Operations at Balio Software, an evergreen rollup fund focused on acquiring and operating mission-critical software businesses around the world. As Head of Portfolio Operations, Jeremy is responsible for a team of operating executives that provides expertise and support to the portfolio companies across a wide range of functional areas to help create value. These include operational excellence, growth, talent, engineering and AI transformation, group procurement, and asset management – helping partner with company CEOs and investment teams to promote success. Previously, Jeremy Meagher held leadership roles for Bain Capital-backed Inetum (European leader in digital services with over 28 000 consultants in 19 countries). Jeremy was responsible for leading the company’s inorganic growth strategy and ensuring successful post-merger integration. Prior to this appointment, Jeremy was the Chief Transformation Officer for Inetum Belgium, setting up and executing a cross-functional transformation program launched by Bain Capital. Before Inetum, Jeremy spent 3 years at Wipro (India-based IT services company with over 220 000 employees) in Paris, first joining in the G100 Leadership Development Program, and then working in the M&A team and finally serving as Chief of Staff to the Europe CEO. Jeremy has lived and worked in New York, Washington DC, Paris, Brussels, and Dubai; and spent his early career in consulting first with SAIC, and then for KPMG’s Private Equity and M&A Strategy Group. He holds an MBA from Duke University’s Fuqua School of Business and an MA in public policy from Northwestern University.
The Buy & Build model has long been a playbook for PE funds, but the game has changed. Investors now demand proof that these roll-ups can generate real value beyond financial engineering. The problem? Most PE-backed boards struggle to make it work. The result? Stagnation. Frustrated management. Struggling exits. Join this session to tackle the hard truths and find a way out:
• Don't let your buy & build become a house of cards - Integration tools incl. pre mortems, value distraction watch outs, repeatable playbooks
• Overcoming the finance-first mindset and build the strategic and operational expertise
• Putting the capital where it matters the most: Investing in operations, tech, and commercial levers that drive growth
• The CEO vs. the Boardroom Standoff – How to align financial decision-makers with operational execution.
In small and mid-sized companies — especially founder-led ones — evaluating the management team can be emotionally delicate and operationally complex. Leaders may feel scrutinised, while investors urgently need to understand whether the existing team can deliver the value creation plan. This topic explores how to assess capabilities respectfully, identify gaps, and attract the right talent to accelerate growth.
• How to run capability assessments without triggering defensiveness or fear
• Identifying gaps between current leadership skills and value creation ambitions
• Bringing in talent without destabilising the cultural fabric of the business
• Building trust between founders, management, and operating partners
• Creating a repeatable framework for talent and capability evaluation across portfolio companies
Check out the incredible speaker line-up to see who will be joining Jeremy.
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