Management Buyout & Exit: Executing Under Bankruptcy Pressure
When Tick Data’s parent company filed for bankruptcy, the business was caught in a legal and ownership vacuum. A judge awarded the company to a foreign bank with no strategic interest in operating a niche market data provider. Employees were uncertain. Clients questioned continuity. Revenue was at risk.
Tom Myers and his management colleague stepped in to negotiate and execute a management buyout under compressed timelines. The immediate priority was stabilization: reassure key institutional customers, protect recurring revenue, retain critical talent, and restore operational focus. They rebuilt board-level governance, established KPI discipline, and aligned leadership around cash flow and enterprise client expansion.
With ownership clarity in place, the new owners shifted from defense to growth. Mr. Myers rebuilt the go-to-market engine, strengthened enterprise sales coverage, and implemented CRM-driven pipeline management to shorten sales cycles and improve conversion. Over the next three years, he grew revenue by 64 percent and worked to position the company as a strategic acquisition target.
The result was a successful exit at a strong multiple to a strategic buyer. In a distressed environment, disciplined execution, leadership alignment, and relentless focus on revenue quality transformed uncertainty into value creation.
Tom Myers and his management colleague stepped in to negotiate and execute a management buyout under compressed timelines. The immediate priority was stabilization: reassure key institutional customers, protect recurring revenue, retain critical talent, and restore operational focus. They rebuilt board-level governance, established KPI discipline, and aligned leadership around cash flow and enterprise client expansion.
With ownership clarity in place, the new owners shifted from defense to growth. Mr. Myers rebuilt the go-to-market engine, strengthened enterprise sales coverage, and implemented CRM-driven pipeline management to shorten sales cycles and improve conversion. Over the next three years, he grew revenue by 64 percent and worked to position the company as a strategic acquisition target.
The result was a successful exit at a strong multiple to a strategic buyer. In a distressed environment, disciplined execution, leadership alignment, and relentless focus on revenue quality transformed uncertainty into value creation.
Founder-Led Data Company: Profitable from Year One
DIH Solutions was built to compete in a market dominated by entrenched incumbents with deep capital resources. Rather than pursue venture funding and growth-at-all-costs expansion, Tom Myers designed the company around capital efficiency, disciplined operating leverage, and product differentiation.
From inception, he owned full P&L responsibility and structured the business to reach profitability in year one. That required precise product scoping, careful hiring, and tight cost controls. Mr. Myers built a globally distributed technical team, negotiated strategic partnerships to expand product breadth without fixed overhead, and focused on high-value institutional clients with recurring revenue potential.
Cash flow discipline was non-negotiable. Every investment was measured against margin durability and client lifetime value. Instead of scaling expenses ahead of revenue, DIH scaled revenue ahead of infrastructure.
The company achieved profitability in its first year and has sustained margins every year since. In a sector known for burn rates and capital dependency, Mr. Myers proved that disciplined execution, capital allocation rigor, and clear positioning can produce durable growth without sacrificing financial control.
From inception, he owned full P&L responsibility and structured the business to reach profitability in year one. That required precise product scoping, careful hiring, and tight cost controls. Mr. Myers built a globally distributed technical team, negotiated strategic partnerships to expand product breadth without fixed overhead, and focused on high-value institutional clients with recurring revenue potential.
Cash flow discipline was non-negotiable. Every investment was measured against margin durability and client lifetime value. Instead of scaling expenses ahead of revenue, DIH scaled revenue ahead of infrastructure.
The company achieved profitability in its first year and has sustained margins every year since. In a sector known for burn rates and capital dependency, Mr. Myers proved that disciplined execution, capital allocation rigor, and clear positioning can produce durable growth without sacrificing financial control.
GTM Redesign: Rebuilding a Stalled Revenue Engine
At Tick Data, revenue growth had plateaued and the sales process lacked structure. Lead generation was inconsistent, marketing spend was inefficient, and enterprise penetration was limited.
Tom Myers rebuilt the go-to-market strategy from the ground up. He redesigned the website and digital acquisition channels, implemented SEO and paid search programs, and introduced Salesforce to create visibility into pipeline health, conversion ratios, and sales velocity. He defined clear KPIs and installed operating cadence around weekly pipeline reviews and forecast accountability.
In parallel, Mr. Myers built an outside enterprise sales function focused on institutional buyers, introduced structured outreach, and aligned marketing with sales qualification standards.
The impact was measurable and sustained. Qualified leads doubled. Customer acquisition costs declined. Sales cycles shortened. Enterprise revenue accelerated, contributing to approximately 20 percent CAGR during his tenure.
The key was not tactics alone. It was establishing execution discipline, transparency, and accountability across the entire revenue engine. Under pressure, structure wins.
Tom Myers rebuilt the go-to-market strategy from the ground up. He redesigned the website and digital acquisition channels, implemented SEO and paid search programs, and introduced Salesforce to create visibility into pipeline health, conversion ratios, and sales velocity. He defined clear KPIs and installed operating cadence around weekly pipeline reviews and forecast accountability.
In parallel, Mr. Myers built an outside enterprise sales function focused on institutional buyers, introduced structured outreach, and aligned marketing with sales qualification standards.
The impact was measurable and sustained. Qualified leads doubled. Customer acquisition costs declined. Sales cycles shortened. Enterprise revenue accelerated, contributing to approximately 20 percent CAGR during his tenure.
The key was not tactics alone. It was establishing execution discipline, transparency, and accountability across the entire revenue engine. Under pressure, structure wins.