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The 38 Biggest Business Challenges Growing Companies Face

I’ve compiled this comprehensive list of the most impactful business challenges that companies have to deal with. Resembling the feast or famine cycle freelancers are notorious for, the balancing act requires juggling with multiple challenges at a time, often across different categories.

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Latest Articles

  • GTM Strategy Failures: Rescue PE Portfolio Companies

    GTM Strategy Failures: Rescue PE Portfolio Companies

    The competitive landscape of private equity demands precision. Acquiring a company is just the first step; unlocking its true potential, especially through its Go-to-Market (GTM) strategy, is where value is truly created or destroyed. Too often, promising portfolio companies languish, not due to a flawed product or market, but because their GTM engine is sputtering,…

  • RevOps Strategy for PE: Unifying GTM & Boosting EBITDA

    For private equity firms, the pursuit of enhanced EBITDA and sustainable growth often hinges on operational efficiency. Yet, a glaring inefficiency frequently undermines these objectives: a fragmented go-to-market (GTM) strategy within their portfolio companies. This isn’t merely about sales and marketing; it’s about the entire revenue engine sputtering due to disconnected processes, data silos, and…

  • Five Industry Leaders on Building the 2026 RevOps Engine

    Five Industry Leaders on Building the 2026 RevOps Engine

    By Mario Peshev, DevriX Value creation is being remade in real-time as artificial intelligence disrupts traditional workflows, go-to-market motions become increasingly complex, and the pressure on private equity (PE) firms to prove ROI intensifies. This transformation is changing how PE firms work with their management teams and how they build frameworks to drive measurable, sustainable…

  • EBITDA Erosion: How to Combat It with RevOps for PE
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    EBITDA Erosion: How to Combat It with RevOps for PE

    The landscape for private equity (PE) firms is increasingly challenging. Despite bullish market conditions in recent years, many portfolio companies are struggling to maintain, let alone grow, their EBITDA. This erosion isn’t merely an inconvenience; it directly impacts valuation multiples, limits exit opportunities, and ultimately diminishes investor returns. The Top-Line Growth Cycle Traditionally, PE firms…

  • Operational Alpha as the Successor to Financial Engineering
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    Operational Alpha as the Successor to Financial Engineering

    The global private equity landscape has reached a definitive inflection point, marking the end of a dominant era defined by cheap capital and the commencement of a period focused on fundamental business transformation. Between 2008 and early 2022, the industry operated within the context of the Zero Interest Rate Policy (ZIRP), a macroeconomic environment that…

  • Future-Proofing Organizations: Strategic Imperatives for Mid-Market & PE-Backed Organizations in 2026
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    Future-Proofing Organizations: Strategic Imperatives for Mid-Market & PE-Backed Organizations in 2026

    As business leaders face structural shifts in market dynamics and competitive landscapes in 2026, staying ahead requires agility, innovation, and a relentless commitment to growth. The global landscape is evolving rapidly, with trends like hybrid workforces, AI integration, and sustainability reshaping industries and presenting significant business challenges. Research shows that effective leadership and diversity within…

  • 14 Unexpected B2B Niches You Never Knew Existed

    14 Unexpected B2B Niches You Never Knew Existed

    Mid‑market companies seeking new growth avenues should assess niche markets through a structured evaluation of total addressable market (TAM), compound annual growth rate (CAGR), and strategic fit. Rather than pursuing broad B2B segments with high competition, identifying niches with strong long‑term demand, efficient entry economics, and alignment with existing core capabilities provides a path to…

  • Why New Departments Fail to Create Value at Scale
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    Why New Departments Fail to Create Value at Scale

    As organizations scale beyond $50M in revenue, the creation of new departments is often treated as a straightforward expansion initiative. In practice, it introduces execution fragmentation, unclear ownership, and long-term operating risk that compounds quietly over time. These issues rarely surface during initial rollout but become material as decision latency increases and accountability weakens. In…