Veteran executive and investor with cross-sector experience in technology, financial services and growth-stage companies. Matthew J. Darcy brings operating leadership, corporate development and capital-markets experience to board and investor roles, focusing on scaling revenue models, M&A execution and strategic partnerships. Known for driving go-to-market transformation, fundraising and governance at middle-market and venture-backed firms. Frequently engages as an independent director or advisor to private equity and venture portfolios, helping align management teams with institutional investors and optimize exit readiness.
Veteran executive and investor with cross-sector experience in technology, financial services and growth-stage companies. Matthew J. Darcy brings operating leadership, corporate development and capital-markets experience to board and investor roles, focusing on scaling revenue models, M&A execution and strategic partnerships. Known for driving go-to-market transformation, fundraising and governance at middle-market and venture-backed firms. Frequently engages as an independent director or advisor to private equity and venture portfolios, helping align management teams with institutional investors and optimize exit readiness.
Combines operational leadership and capital-markets rigor to back growth-stage technology and financial‑services companies with clear revenue-scalability paths. Prioritizes investments where go‑to‑market transformation, repeatable sales motion and strategic partnerships can materially de‑risk valuation expansion. Capital allocation favors staged, milestone‑driven commitments tied to revenue and M&A optionality; time horizon is growth-to-exit with active board oversight. Risk discipline emphasizes governance, unit‑economics, and exit-readiness while leveraging corporate-development experience to source tuck‑ins and accelerate value creation.
Combines operational leadership and capital-markets rigor to back growth-stage technology and financial‑services companies with clear revenue-scalability paths. Prioritizes investments where go‑to‑market transformation, repeatable sales motion and strategic partnerships can materially de‑risk valuation expansion. Capital allocation favors staged, milestone‑driven commitments tied to revenue and M&A optionality; time horizon is growth-to-exit with active board oversight. Risk discipline emphasizes governance, unit‑economics, and exit-readiness while leveraging corporate-development experience to source tuck‑ins and accelerate value creation.
| Trades 887 | Longs Won 633/887 71% | Profit Factor 11.01 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $580,786.83 |
| Average Win $158,340.81 | Best Trade (Jul 13) $12.73M | Sharpe Ratio -9.42 |
| Average Loss -$35,824.73 | Worst Trade (Jun 30) -$1.1M | Z-Score 13.89 (100%) |
| Commissions $0 | Avg. Trade Length 2y 1m 3w 3d | Expectancy $102,739.85 |
| Loss Size | 100% | 90% | 80% | 70% | 60% | 50% | 40% | 30% | 20% | 10% |
| Probability of Loss | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% | <0.01% |
| Consecutive Losing Trades | 10,309 | 9,278 | 8,247 | 7,216 | 6,186 | 5,155 | 4,124 | 3,093 | 2,062 | 1,031 |