We're all about not destroying the value of what we acquire, and we're about leveraging what makes each company great.
In our latest Leadership Spotlight, we speak with Steve Latham, Portfolio President at MES, about his journey in the manufacturing software sector, his perspective on the evolution of manufacturing and supply chain technology, and insights into managing a successful software portfolio.
I joined Perseus through the acquisition of MAJIQ in early 2010 and have been building the Manufacturing Software portfolio since 2012. Along the way, I’ve been fortunate to learn from Dexter Salna, Daniel Zinman, and Mark Leonard—three of the top talents in software. They’ve been instrumental in shaping my approach to portfolio management.
Perseus emphasizes customer satisfaction and sustainable business execution. We always focus on minimal disruption for customers post-acquisition, ensuring they experience only positive changes, if any. Our long-term commitment means we are here to support them permanently. With a track record of stability, our customers can depend on us for their own business success.
Our focus is on expanding across the supply chain, exploring software that supports manufacturers from the shop floor to procurement and distribution. A big trend in manufacturing software is the consolidation of specialized systems, with small companies seeking buyers as founders retire. There’s a strong opportunity in bringing these niche players into our ecosystem, enhancing their services while preserving their specialized knowledge.
For a vendor seeking continued growth without losing their unique identity, Perseus is an ideal partner. We don’t assimilate companies; instead, we empower them to succeed on their own strengths. We apply CSI best practices thoughtfully, adapting them to support each business in a way that aligns with its values and needs.
Ediwise is a prime example. Through cross-selling and a broader strategic focus, we expanded Ediwise’s reach in the pulp and paper industry, helping them improve their customer communications. We brought the motivation to try new approaches and encouraged them to venture beyond their comfort zone. Our commitment to innovation means companies can experiment, sometimes failing, but ultimately growing stronger.
Our approach combines a strategic cadence with action. We set clear, realistic goals with an eye on the long term while achieving short-term wins. We also encourage learning from both successes and challenges. An annual action plan is valuable, but we recognize that not all goals will be achieved—and that’s part of growth.
We respect and preserve the legacy and culture of each business. For example, at MAJIQ, we excelled technically but learned a lot about business strategy from Perseus. By retaining MAJIQ’s core identity and building on it with Perseus’ expertise, the company has continued to lead in its space for over 40 years.
Be clear about your priorities as an owner making an exit, and communicate those to potential buyers. There’s no one right answer, but knowing what matters most to you can guide you to a partner who aligns with your vision.
I would work harder to keep the PAC12 from melting down. But seriously though, I would’ve focused on building a stronger M&A pipeline earlier. In the beginning, I hesitated to invest in the resources necessary for a robust deal flow to keep up with growth. Managing a portfolio and nurturing a pipeline is a balancing act, but it’s crucial for long-term success.
We’re an organization committed to being the last career stop for our team. At Perseus, we offer a growth-oriented, rewarding, and stable environment. Perseus is a place where people can grow, thrive, and truly enjoy their work.
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