Veteran private-equity investor and operating executive focused on middle-market transactions and hands-on value creation. Jon Borer is known for leading portfolio growth initiatives, M&A execution and operational turnarounds across software, industrial and services businesses. Has chaired investment committees, served as CEO and board director, and partners with management teams to drive EBITDA expansion, strategic acquisitions and exit preparation. Market relevance centers on buyouts, growth equity and operational transformation where governance, KPIs and cash-flow improvement are prioritized.
Veteran private-equity investor and operating executive focused on middle-market transactions and hands-on value creation. Jon Borer is known for leading portfolio growth initiatives, M&A execution and operational turnarounds across software, industrial and services businesses. Has chaired investment committees, served as CEO and board director, and partners with management teams to drive EBITDA expansion, strategic acquisitions and exit preparation. Market relevance centers on buyouts, growth equity and operational transformation where governance, KPIs and cash-flow improvement are prioritized.
Focuses on pragmatic, hands-on private equity investing in middle-market buyouts and growth equity where operational improvement drives value. Investment decisions prioritize companies with clear cash-flow upside, measurable KPIs and opportunities for commercial M&A to accelerate scale. Capital allocation emphasizes control or strong governance, phased value-creation plans, and alignment with management through incentives and board engagement. Typical horizon is medium term (3–7 years) with disciplined downside protection, active cost and working-capital management, and sector bias toward software, industrials and services where operational playbooks and roll-up strategies can be executed.
Focuses on pragmatic, hands-on private equity investing in middle-market buyouts and growth equity where operational improvement drives value. Investment decisions prioritize companies with clear cash-flow upside, measurable KPIs and opportunities for commercial M&A to accelerate scale. Capital allocation emphasizes control or strong governance, phased value-creation plans, and alignment with management through incentives and board engagement. Typical horizon is medium term (3–7 years) with disciplined downside protection, active cost and working-capital management, and sector bias toward software, industrials and services where operational playbooks and roll-up strategies can be executed.
| Trades 1598 | Longs Won 860/1598 53% | Profit Factor 4.45 |
| Profitability | Shorts Won 0/0 0% | Standard Deviation $17.67M |
| Average Win $7.37M | Best Trade (Jul 16) $411.86M | Sharpe Ratio -9.24 |
| Average Loss -$1.93M | Worst Trade (Mar 31) -$89.63M | Z-Score -2.51 (100%) |
| Commissions $0 | Avg. Trade Length 8m 1d | Expectancy $3.08M |
| 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 | 9,259 | 8,333 | 7,407 | 6,481 | 5,556 | 4,630 | 3,704 | 2,778 | 1,852 | 926 |