The Tidal Wave Effect: Cameron Perkins on Entrepreneurial Momentum

Michael Burcham: Welcome to Microcap Moments, a podcast from Shore Capital Partners that highlights the stories of founders, investors, and leaders who have taken on the challenge of transforming ideas and small companies into high growth organizations. The journey of building and scaling a business takes one down many unexpected paths. It’s a journey where we learn from our mistakes fall down often, but have the entrepreneurial grit to pick ourselves up and persevere.

Within this series, we will share these stories of success and failure of the challenges and the rewards faced by those who dare to dream big. And through their lessons learned, we hope to inspire others who are on a similar journey of becoming, growing and leading.

Anderson Williams: In this episode I talk with Cameron Perkins, Partner with Shore Search Partners and Executive Partner with Shore Capital about his influences and experiences as a multi-time founder in multi-site healthcare and medical devices. He shares deep family roots that both inspired and offered caution for his own entrepreneurial journey. Cameron talks about his experiences with both private equity and venture capital, and provides lived wisdom about the differences between the two.

In addition to being a multi-time founder. Cameron has been a significant part of the Shore Capital journey from some of the earliest days. He’s helped define multiple elements of the Shore Capital experience from board member to Lead Independent Director to executive partner, and now as a partner in Shore Search.

But Cameron is often more comfortable talking about his struggles and his shortcomings as an entrepreneur than his success. He takes seriously and has a deep philosophy about his purpose and role as a mentor to younger entrepreneurs in helping them build the momentum they need to find the success of their own dreams and aspirations.

Welcome, Cameron. To get us started, will you just introduce yourself and give us your name and what you do here at Shore Capital.

Cameron Perkins: I’m Cameron Perkins and I am an executive partner with Shore Capital Partners, and recently I’ve joined Mike Aubrey as a Partner on the Shore Search Partners side.

Anderson Williams: And you’ve had a long and successful career in multi-site healthcare and medical device industries. Will you just share a little bit about your professional journey, how you got into healthcare and some of those experiences?

Cameron Perkins: Yeah, so I’m gonna take you back probably before the entrepreneurial opportunity happened to just being an entrepreneur. Probably the tale of two of the most impactful men in my life.

My grandpa, which is my mom’s dad, and then my dad. And my grandpa, as he would say, grew up in the hollers of Kentucky. And his mom died at a young age, and his stepmom, when his dad got remarried, used to beat him and his brother. So they ran away at like 12 or 13. He ended up at a nearby town called Jackson, Kentucky, which you’ve probably heard in some Johnny Cash song.

But he met my grandma, they jumped on a train, 17 or 18, and they went to Dayton, Ohio. He became a bartender at a very predominant bar. He had four daughters. He had a house, which he never thought he was gonna be able to have, and a guy behind the bar that was his normal patron said, what are you doing behind a bar every night? Come sell real estate. And my grandpa said, I think I can do that.

So, he sold real estate and five years into that, he said, why am I working for you and paying you a commission? And the guy said, well, something called being a real estate broker. My grandpa said, I’m gonna do that. And he became a real estate broker, had a successful company, and retired at 54.

That was a long time ago. And at 54, he then built his dream house with his own hands. And I got to spend time with him growing up because he spent the rest of his days living on a tractor until he was 97, plowing the field and rebuilding VW Beatles and talking to me and teaching me. And so he was an entrepreneur that started from nothing. Running away to retiring at 54.

Flip the coin over, and my dad’s dad was an entrepreneur in local politics, in the construction services space, primarily as an entrepreneur. But didn’t run an ethical business. So my dad left college, came back home and married my mom didn’t finish college, and I grew up very well until the age of 12, my grandpa died. The IRS came and said, your business is never paid. Your dad’s never paid taxes. You signed the paychecks. We’re taking everything.

So my dad lost everything we had. So it was a big financial devastating event for our family. I had an older brother and younger brother at the time too, and my dad has a very hard work ethic, and so he did whatever he could do to provide for us, but my brothers and I, we had to go to work.

And so you have these two men that have been the most influential people in my life from an entrepreneurial perspective, and for whatever reason. One made it and retired at 54 and the other struggled, and I think my dad would’ve been a great entrepreneur, just he was too far behind the eight ball, too much responsibility and had to dig his way out.

So for me, my entrepreneurial journey started at a young age of wanting to make both of those men happy and proud of me with two totally different outcomes by saying, Hey, I’m gonna go into something I love, which is the complexity of the human body, because it’s a way I can always have a job. If I end up struggling like my dad did on the entrepreneur side, but if I make it, then I might as well make it in a field that I have some specialty in.

And so as I went through becoming an emergency medicine pa, I met a partner. And at that time I would say we were probably like what we refer to as searchers today. We were partners, kind of co-founders, and so I was looking at several businesses to buy. He had already been kind of dabbling in the urgent care space, and so we decided to team up and acquire a urgent care site that had been struggling.

And so that’s where my entrepreneurial journey started was these two men. And I think for most entrepreneurs and the type of individuals that Shore Capital invests in, there’s a common thread somewhere that there’s some type of family catalyst, whether it was struggles or they came from what an entrepreneurial family would look like, and the freedom that that brought. Both from a time and a financial perspective. Mine is the same. I listen to Mike Aubrey’s very similar to where he started and grew up.

So my journey took me into then solving challenges in the accessibility in healthcare. And then as we continued to grow that success, we learned about private equity, we were able to recap several times. That led into learning venture capital and what it looks like to start a company from scratch and what struggles are there.

And then that translated me to working with entrepreneurs to help them along the way, maybe see around some corners that they couldn’t then maybe I’ve experienced. So that’s been the journey for me, and it’s been a lot of joy and a lot of pain. And if you don’t have both, then you’re probably not developing correctly.

Anderson Williams: Yeah, and I would love to just hear your thoughts as you’ve gone through that journey and not only been driven initially by your grandpa and your dad’s experiences, but as you’ve gone through your ups and downs, I just wrote down like your grandpa’s thinking this entrepreneurial, like, I can do that.

Yeah. And then your dad having the sort of crisis on his hands with everything being taken and just having to have the grit and resilience to get back out there and try to dig back out. What are some of the lessons that like you keep coming back to, and maybe now you coach people around that go all the way back to those two?

Cameron Perkins: Here’s what I’ve learned about myself and entrepreneurs, both successful and ones that struggle, and then really talented gifted executives. There’s some innate characteristic of an entrepreneur that believes in their ability, whether or not they have the capability or not. So I think a lot of my time coaching entrepreneurs is, do they really believe in their ability, which means I might not know the right type of financing language, or I might not know supply chain management, but I believe my ability to do it, and I’m gonna do it at all costs.

I think entrepreneurs are willing, like I did when I started, my first company with my partner was my wife was five months pregnant with our first, and I mortgaged our house that we’d owned for a year and that’s all the money we had was put into the house and we lose it. And so I believed in our ability to do it, but I didn’t get formal business training.

And so a lot of the lessons learned was at our own dollars and our own expense along the way. We were just fortunate to be running a business that was generating enough cashflow we could make those mistakes, right?

And so I think in the entrepreneurial mindset of, I’m just gonna go do it, my grandpa just believed in his ability. I’m just gonna go do it. And I think my dad was scarred from just the poor decisions that my grandpa made that he had to live with, that he wasn’t able to get back to the point where he could risk it all because he lost it. Even though he didn’t risk it, and so I don’t think that he had a challenge believing in his ability to overcome if it didn’t work out.

I think when I coach entrepreneurs, I’m often asking ’em the question in this way. What ability do you think that you possess that will allow you to overcome really difficult times, and what capabilities are you trying to gain to help you avoid mistakes that you might be facing in the future?

Anderson Williams: And we were talking just before we started recording about some of your thinking and your philosophy on coaching others and being a board member and a range of things that you do to support other people’s success in their entrepreneurial journey and growing their businesses and so forth.

Will you just talk a little bit about how you think about your role and how you support leaders and companies today?

Cameron Perkins: I’ve learned a lot from those around me. So by nature, I’m an auditory learner, so I want to talk to people. And so I want to talk to Bill Clendenon and I want to talk to Jess Nspi. I want to talk to Michael Chem, and I want to hear what they have to say because then I process it.

And being an executive coach and then a board member, sometimes it’s difficult to define the line. I was trained in my coaching classes that a really good coach will be able to place a really good question more than give a smart answer. But there are times in which you have to read the room and understand when am I

supposed to give a good answer that someone’s looking for?

And so for me, as I began to transition from actually operating as an entrepreneur to be able to helping entrepreneurs, I think building relationships to understand where they are creates the best opportunity for me to serve them. And that way I can ask a good question or I can give a pretty smart answer.

And in that, for me, I look at entrepreneurs as these building tidal waves. So when you look at some of our companies and these entrepreneurs that we have backed and some of these executive we’ve backed, you kind of start off in your smaller wave but as you pick up the momentum, right, what’s behind you that’s creating that force underneath you, that’s allowing you that wave to get higher and higher. And stronger. And stronger.

So for me, my perspective is I want to be that undercurrent. I wanna be a force for our entrepreneurs and our executives to be able to push them and keep pushing them in the direction that we need to go towards the outcomes that we all agree to and we measure towards. And eventually as that wave comes crashing down.

If you’ve watched a big wave crash like some of these surfers, I mean, it’s amazing just the force and the excitement and the spray, and that’s what I wanna see as we build these companies, these entrepreneurs, is being part of that undercurrent. And that’s what I spend my time doing with entrepreneurs.

Anderson Williams: I love that metaphor. And I was just with a company yesterday that’s closing the seed round and is in that early stage. Just talking with the founding team and acknowledging that they’re in a place where they have very little inertia, there’s very little momentum, so every day is like you don’t coast for a moment because there’s none of that force that you’re describing of the wave behind you yet, that you’re building that every day.

I’m curious from your experience, both in that role but also in coaching, what’s something people maybe don’t understand about what it’s really like to be an entrepreneur? We see shows on TV and entrepreneurship is very sexy and you know, but what’s something that people really maybe don’t get about what that experience is like?

Cameron Perkins: I don’t think people understand the nature that it’s all consuming, and when I think about an entrepreneur who is willing to mortgage their house and max out their personal credit cards and sign for personal loans for a bank, I mean, there’s no walking away. And as an entrepreneur, I am willing to risk on my ability.

The second thing I think that might be a misunderstanding, especially successful entrepreneurs, is because a lot of entrepreneurs have had to scrap and fight their way to success. They come off as arrogant, and I think that’s just because a lot of them have such a level of confidence in their ability that they produce something and created something that you have to crack through that shell.

Most of ’em are not arrogant, but they come across that way. So I think there’s a misunderstanding there of their level of confidence to be able to create jobs, create a great product that consumers want, and to create financial success. And so I just enjoy spending time with those people.

Anderson Williams: Yeah. When you think about how Shore prides itself on being founder friendly, any thoughts on what that means, having been a founder and now having been on the side of an executive partner? Any description or insight on how Shore approaches founders that may be different? That includes that kind of understanding and empathy for the journey you just described?

Cameron Perkins: I was drawn towards Shore when I first met them, when they had invested in Fast Pace Urgent Care. I think it was like their fifth or sixth investment. So young firm, young partners that were entrepreneurs and they’ve never stopped being entrepreneurs. Meaning they find like-minded entrepreneurs and they bring their talent and resources there, and then they prop up that entrepreneur to be able to scale their business.

Shore more than any other private equity firm that I’ve interacted with or done work with, they practice what they preach, their operational disciplines, and what they hold themselves accountable to is the same standard that they’re providing for their companies that they’re backing.

And so they can look at a founder and say, we are founders. They can look at a founder and say, I know the pain of putting this process in or making this investment, or how did we learn from that failure? Because they do that.

Anderson Williams: Or mortgaging your house.

Cameron Perkins: Or mortgaging your house.

Anderson Williams: Yeah.

Cameron Perkins: And starting off in a little room on plastic chairs and having to do the cold calling, like it’s never stopped.

I mean, in the time that I’ve been here and what continues to draw me and why I continue to introduce entrepreneurs that are looking for opportunities to scale their businesses with the right partner is I have not found a, another investor. That has stayed entrepreneur in their mindset. They get bigger and bigger and bigger, and they get further and further away from the entrepreneur.

Not sure, like they’re right there with them alongside ’em. And they bring in executive partners, operating partners, others that have had successes and failures to be able to share that. And so the resources, not just in the processes and the systems and the operational disciplines, but relationally, how do I

navigate this emotion? How do I navigate this relationship? How do I hire the right individual? I hired the wrong individual. How do I shift that individual out?

It creates a lot of anxiety for entrepreneurs and leaders when the company is moving so fast. And so for an entrepreneur to be able to have other entrepreneurs who have gone before them, be alongside them, that’s founder friendly.

Michael Burcham: Yeah.

Cameron Perkins: It doesn’t exist in many places and spaces in the investment world.

Anderson Williams: Well, and I think the other part that I really appreciated, I’ve been here four years, a lot less time than you, but came from. To tech startups in the prior decade or so. And I think in addition is just the awareness that they’re not just buying a good business, they’re partnering with this entrepreneur who, you know, put their kid through college on this business, or whose kids were raised in this business, or, you know, that it’s that background story that’s a part of it.

It’s not just a forward looking. Now I’ve got this nice asset that we’re gonna build and be entrepreneurial together, but it’s recognizing that if I’m partnering with you, I know what you’ve put into this business. Mm-hmm. And that will. Awareness and that approach to me is differentiating just from a values perspective of exactly what you were describing, that confidence, that pride, that all encompassing thing that when we partner with an entrepreneur, a founder seller, we know that’s what’s coming in to the partnership.

Cameron Perkins: Yeah, that’s right. That’s well said.

Anderson Williams: So your entrepreneurial journey started when you founded FastMed. Will you just talk about that first company?

Cameron Perkins: Yeah. So I co-founded with my partner FastMed. So we started that company and I think in the search world today, they would’ve call it co-CEOs, right?

Anderson Williams: Yeah.

Cameron Perkins: I mean, that wasn’t coined back then.

Nobody was co-CEOs. What we do today and what partners do in the search world is they’re co-CEOs and they understand the value that they’re bringing to each other in the business. And so my partner Jason Williams, who had already started to dabble in the urgent care space. We were working together and he was a mentor of mine in the emergency room.

And the idea was, is that the way my left brain works is very logical, very analytical, various systems and processes, and he’s much more right brain. So, hey, here’s the big picture. We can change healthcare. We can really impact our communities, we can provide this unbelievable experience. And so we cofounded FastMed together and that’s the business that we scaled.

And you know, our early on investors, we made them 10x cash on cash. We recapped the first time and then we continue to grow it to the fourth largest urgent care company nationally. Again, those institutional investors had north of a seven or eight X cash on cash return. And so FastMed was, I really dealt with and managed the scalability on the operational side and managing our healthcare providers.

And Jason kept working with bringing in healthcare providers that wanted to co-invest with us as well as not just managing that, but also managing on where we should go, how we should set up and where the company’s going, you know, in general. And so that’s how we ended up operating together over the time in the life of the business.

Anderson Williams: Yeah. And then later you were the founding CEO of a Anutra Medical.

Cameron Perkins: Yeah. So this is where my entrepreneurial journey, you know, sometimes you have a lot of success and sometimes you get in trouble. I said, Hey, I wanna learn the venture capital space.

I’ve been around Shore Capital, I understand private equity, but there’s this whole new world called venture capital. So a couple of my acquaintances in the investing world, I was doing some investing and in some other business groups I was in. There was a Harvard Business School grad that he had started and sold one of the larger tech companies kind of coming outta HBS and he was working with a dentist and they developed a medical device, but it was a concept.

And so they said, Hey Cameron, why don’t you come in here with us and be this kind of founding kind of CEO, we need to go raise venture capital money. And I thought that’s a challenge. I believe in my ability, even though I have no capabilities to like go do this.

So anyway, that was a lot of fun. We had to, uh, design the product. We had to get it cleared through the FDA, we had to commercialize it through supply chain and our contract manufacturing partners. And then we had to figure out how we’re gonna sell this and get it into distribution. So we did that and we then brought in a professionalized sales leader who then ended up kind of taking the company out, running it, ’cause we’d grown the company and built it.

So that was my venture into what is this world and how does it look? And so I learned a lot in that time.

Anderson Williams: Yeah. What did, I mean, a couple of things come to mind, both from the operations and partnership role to the CEO role. Just, uh, that experience, but also would love your thoughts on your experience. I have my own experiences between private equity and vc, but first being in the CEO, that was your first CEO role.

Cameron Perkins: Yeah so.

Anderson Williams: Officially I guess you were co-CEOs.

Cameron Perkins: But Yeah, I mean, back in the day you had to pick your titles clearly. You know, in 2001, 2002. ’cause people didn’t understand whatever. So yeah, I was the chief operating officer, but we operated as kind of co-CEOs. We did operations and stuff.

This is my first CO role of kind of a venture type where I’m looking at people and saying, Hey, I’m taking your money and this is what it looks like. And so that was very interesting because in that environment you’re trying to develop a product that doesn’t exist and you’re trying to get it to market.

Whereas private equity is there as a product or a service that someone has developed some level of success around and they wanna come help that entrepreneur scale it. And so that’s the biggest difference, is the pressure of you’re looking at negative cash flow to get a product to market versus maybe I’m in a negative cash flow situation after some investments.

That’s because we’ve invested in doing some acquisitions or some denovos or building the team. And so that’s the real difference to me between the venture capital side and the risk nature versus the private equity side. The calculation of the returns tend to be more consistent across the companies in a private equity ’cause they’re applying talents and skills that they, you know, across their management teams and companies and venture capital. It’s really just like a bunch of Hail Marys and a couple of ’em are gonna crush it. A couple of ’em are gonna be okay and half of ’em are gonna wash out.

Anderson Williams: Yeah.

Cameron Perkins: But that’s okay.

Anderson Williams: It feels a lot more like a gamble.

Cameron Perkins: That’s exactly, it’s exactly what it is.

Anderson Williams: Yeah. I didn’t love that side of it.

Cameron Perkins: You know, my journey was Shore. Has been very entrepreneurial. So as a board member, I came in as a board member on fast pace and was just really impressed. I was on the board with Ryan and Justin and John. Some other really key individuals here at Shore. And then as we develop successful outcomes with the founders there and the management teams, and they continue to grow that business with another sponsor.

After we exited it, Ryan Kelly said, Hey, we want to continue to provide multisite healthcare and family practice, search and care. So I started working with him. On a couple companies that he was looking at acquiring and simultaneously they were starting kind of the Executive Leadership academy.

And so there was, I think at the first one there might’ve been 20 or 30 of us at that point, right?

’cause we used to come as operating partners ’cause they were still building that network. And I met Michael Aubrey and he had just sold Stat Labs and he was just kind of hanging around there and we were just talking and became friends at that point. So this was before Mike’s MVP days.

So as part of that, and then at a couple ELAs after that, Michael Bert had come in and we started saying, well, what they want Lead Independent Directors and what is that? What does that mean? And I remember Ryan Kelly, as we bought Eugene Urgent Care, what is now known as Community Care Partners, he said, I want you to be Lead Independent Director. And we said, okay, what is that? And he said, well, it’s just you are more involved in the company supporting the management teams. You fly out on a regular basis and you just really become helpful.

So at that point it was Chem and myself, and we were sitting around saying, what is this? How are we gonna define this? And Mike was able to do that, and I was then the Lead Independent Director for Bill Clendenen and who is now, you know, really helping us in a pretty significant way with our Lead

Independent Directors, onboarding with the CEOs and how that relationship can be very meaningful to the entrepreneur and the management team.

So then, you know, it progressed down that path and then, you know, Justin has, and the partners have this idea of what is the Centers of Excellence and how do we continue to support our entrepreneurs, is what we were talking about earlier, like Fortune 500 resources to microcap companies. And so Justin called me one time, he said, Hey, we’ve got the COEs, and would you mind being involved in kind of helping us continue to shape that towards success? And so then I kind of got involved in that. So it’s been very entrepreneurial, right?

Anderson Williams: I mean, you’ve kind of been in all entrepreneurial, right? You’ve done all the things.

Cameron Perkins: Along the way. And at that point I became an Executive Partner and kind of started down that path. And then, you know, I get a call from Mike Aubrey and said, Hey, you already know that Shore’s kind of involved in the search thing.

And you know, your story kinda lines up with kinda that quasi Search, you had a partner, you guys went out, found something probably more on the selffunded side. We were self-funding while we were doing that. And he said, Hey listen, I think that you could really serve this community. And so would like for you to consider being a partner.

Anderson Williams: You’ve obviously been an entrepreneur and you partnered with Shore early in its entrepreneurial journey. You’ve really helped Shore to find some key parts of its support system for portfolio companies. From the Early Executive Leadership Academy to being a board member and a Lead Independent Director, and most recently you’ve joined Mike Aubrey and the Search Program.

What made this the right next opportunity for you as you continue to be entrepreneurial within Shore Capital?

Cameron Perkins: So I’ve had the blessing of having some really great financial outcomes in companies that I’ve both founded and run as well as been an executive coach, board member, and all, as I was mentioned before, 6-10x cash on cash.

Some of the most exciting moments is when the entrepreneur, executive, or CEO gets their first win. It’s almost like when you have your first child, like I love all my kids. I have four, and they’re amazing human beings. I enjoy being with each one of them. The experience that you get of like a first, the searcher has some life experience, sometimes some professional experience, and unbelievable education.

So their launching point is, I would think, further down the road than myself or others that just did it. And they all have this ability, the belief, the ability to go out into bet on themselves and risk themselves and to partner with people to do that, and they’re developing their executive acumen and their operational iq, and there is nothing that’s more exciting than seeing those searchers find a business and learn and grow to the point in which they can exit that. It’s, I get goosebumps like it, there’s just nothing as satisfying for me to be part of that undercurrent that’s pushing them towards that goal.

So when Michael called me and we had some conversations about it and when I talked to, you know, Justin a bit about it, it’s just what my career and my experience has built me towards, and it gets me up every day. I love our companies at Short Capital Partners, and I love the entrepreneurs, but the searcher and the searcher community is unique in itself.

Anderson Williams: I love just that notion of the first win, right? Being there for the first win. And if you’ve been in that entrepreneurial seat in those earliest stages, you know, aside from having children, what that first win feels like and there isn’t anything to compare, right?

That’s right. For our investments, what makes a good searcher? I mean, you can go all the way back to your experience and know what your entrepreneurial journey looks like. Now you’ve got a group of folks that are interested in joining this process. What are you looking for and what you think is gonna get somebody in the position to find that first and successfully execute that first acquisition of a company?

Cameron Perkins: That’s an interesting question.

Okay. So I’ll tell, I’ll, I’ll share with you. At least how I read people, right? There’s probably a few things that I’m looking for in that, and I think I wanna see somebody who is raising their hand and saying, you know, put me in coach. And there are some personalities that could probably run a very successful business.

But the level of, and you’ve heard this term more recently, just grit. In my gut, I’m gonna do whatever it takes. So they raise their hand and say, put me in, coach. And you say, well, all searchers are raising their hands. Well, all searchers are raising their hands. ’cause there’s an idea of becoming an entrepreneur and an idea of building and selling a company, but that doesn’t always translate to the coach looking you and saying, Hey, I’m putting you in.

You want to go in, you’re the right person to go in. I think the second thing is, and I ask this question of a lot of entrepreneurs, is tell me what you’ve read recently that’s helped shape your current perspective. And I think what that points out is some might say, well, I don’t read, but I’ve listened to podcasts, or I don’t listen to podcasts, but I, you know, get some thought of the day dropped in.

What that tells me is they’re learning. And it’s really hard sometimes to be vulnerable. So to me, when someone can tell me what they’re reading, what they’re listening to, where they’re growing, it tells me they’re willing to learn and they’re coachable. ’cause a searcher isn’t expected to know everything.

And so if they’re learning, I think that’s a big component, which means they can ask for help. Right? And so making sure that when they’re doing diligence on their companies and they’re asking for investors to invest, that they’re willing to ask for help along the way. I think the other thing that’s really helpful is that they’re.

Able to articulate clearly how they think operationally to like milestones or deadlines. And when a searcher closes on their cap table, like the first a hundred days of that can be very stressful because now all of a sudden they’ve taken on investors capital and they’re setting up their search or setting up their emails and their websites, and now they have to figure out, how do I do my market research? How do I develop a thesis? And then how do I go source deals?

And so I think asking for help in that time, you know, is an important phase of their success. And you’ll hear me probably in some of my conversations kind of around the water cooler balance is hard for me to say I believe in, because the world itself is always coming outta balance.

And so the amount of energy it requires to balance what I have learned. And I think what others have taught me is prioritization. And if you can become a

master of prioritization, I think that you will live your fullest life and you’ll be a very successful entrepreneur.

Anderson Williams: If you enjoyed this episode, check out our other Microcap Moments episodes at www.shorecp.university/podcasts or anywhere you get your podcasts. Here you’ll also find our Bigger. Stronger. Faster. and Everyday Heroes series, each highlighting the people and stories that make investing in the lower middle market unique. This podcast was produced by Shore Capital Partners and recorded in the Andrew Malone podcast Studio with story and narration by Anderson Williams. Recording by Austin Johnson. Editing by Reel Audiobooks. Sound design, mixing, and mastering by Mark Galup of Reel Audiobooks.

Special thanks to Cameron Perkins.

This podcast is the Property of Shore Capital Partners, LLC. None of the content herein is investment advice, an offer of investment advisory services, nor a recommendation or offer relating to any security. See the Terms of Use page on the Shore Capital website for other important information.