Brie Aletto named CEO and President of Altvia Solutions, LLC

DENVER, Oct. 26, 2021 /PRNewswire/ — After a year of record revenue growth, Bow River Capital, the majority owner of Altvia Solutions, LLC, has named Brie Aletto, a seasoned private-equity backed SaaS executive, to CEO and President.  Aletto has worked to scale similar B2B growth-focused software companies with the BRC team for the past 15 years and had spent the past 16 months running Operations for Altvia.

Brie Aletto, Preisdent & CEO

“We couldn’t be more thrilled to have Brie takeover the helm of Altvia,” said Maitlan Cramer, Vice President of Bow River Capital and Board Director at Altvia. He further states, “Brie’s ability to understand complex and highly sophisticated markets is unparalleled, and her ability to motivate and energize teams is second to none. We are lucky to have her leading the charge for this exciting next chapter of growth.”

Aletto replaces Founder and long-time CEO, Kevin Kelly, who has taken a new position on the Altvia Board of Directors and remains an active participant in an advisory role. Kevin’s original vision in 2006 to rethink the way Private Capital Market firms embrace data to inform key decisions is still a cornerstone of the business’ mission today. 

“Partnering with Bow River over 18 months ago was an important inflection point in Altvia’s growth and maturity.  I am thrilled that Brie has stepped in as CEO to lead the company in its next phase; redefining how information is used to raise and deploy private capital.  Altvia’s employees, customers and partners will benefit from Brie’s energy and leadership..”

Over the coming months, Altvia plans to continue the aggressive growth trajectory with the acceleration of strategic initiatives, product innovation, and further penetrating the global market.

Aletto states, “Based on the continued rise of alternative asset investing and more importantly, the recent industry excitement surrounding this space, I am extremely excited at Altvia’s market opportunity to continue providing innovative solutions for fund managers to engage with their LP constituents.” 

About Altvia

Altvia is a market-leading provider for CRM and investor & deal management systems specifically built for Private Capital Market firms. Founded in 2006, the company’s mobile-optimized platform (AIM, ShareSecure, Correspond, and Answers) is transforming the way GP’s deliver continuous value, real-time decision support, and secure communications to their valued constituents. Marquee firms across multiple verticals including IVP, Livingbridge, Tailwater Capital, and RCP Advisors trust Altvia to optimize operational functions and enable critically important communications. Learn more at www.altvia.com.

A traditional crm was built for general ‘customer’ scenarios

Software platforms have made the world a better place by making work a better place. Indeed the world is better off when people enjoy their jobs even marginally more, and workplace applications on big CRM platforms like Salesforce.com have done that and much more.

But the potential that platforms like these offer presents diminishing returns: once the platform provider has engineered too many industry specific components into its platform, its usefulness for other industries begins to be threatened, and with that so do the usefulness of the component tools built into the platform.

So it is with the CRM category that Salesforce.com has defined: it is generic enough to work for many industries, and yet still offers the potential for others to round off the edges and nail more vertically-oriented and extremely tailored software solutions.

Private capital markets are actually a great demonstration of this dynamic. Where generic CRM platforms simplify — appropriately so — to assume there’s a business, a customer, a sale, and service of that customer, there are a few industry-specific pieces that are missing.

Take for example, that investors become customers by investing through legal entities the GP raises. It’s a subtle but important nuance that just doesn’t make sense at a platform-as-a-service level (because it’s overly complicated for a simple one-time sale that many industries require), but which can easily be added without 10 years or software engineering. Once provided, the rest of the platform’s components become tremendously powerful again and you’re set to take over the world.

As a traditional CRM in our pillars methodology, these nuances must be present to properly account for investors in these legal entities, potential target companies and which are owned by these entities, the context of all interactions with these parties (as well as the appropriate overlap, ie co-investments), and how you’re arriving at finding these opportunities on both sides of the equation, such that you’re able to piece together what’s effective and what’s not. Not just because we say so, but because these are the very relationships and data that are key to the motivation behind a CRM in any industry.

It’s critical, too, that the valuable publicly-available information that helps to enrich CRM systems and save users painful steps of entering it themselves is fully-integrated at the platform level.

Again, look no further than the 3,000+ pre-built integrations that Salesforce.com — the creator of the CRM platform concept — has at a platform level to do so, and which only exists by way of holding just short of overly-specifying certain industry workflows that would present challenges to properly integrate.

Stakeholder reporting and communication (investor relations) draws on a range of datasets

The traditional “customer service” model of CRM systems once again makes overly-simplified assumptions about the customer relationship when applied to private capital markets.

In fifteen years I personally have yet to hear the terms “warranty” or “service call” in this market because it’s just not the same. But make no mistake, as uncomfortable as it may be to say aloud, customer service is more important now than ever and it’s constantly happening; the industry is, after all, considered to be a financial “service”.

As it turns out, that service is primarily information-based — it’s driven by data and takes the form of reports and analysis that drive decisions, and then end up again in investor-facing reports and analysis.

The foundational elements of a private capital markets CRM must be built such that they accommodate this data (like we discussed above), but so too that it can accommodate additional supporting data that investors (customers!) need in the context of service.

Oftentimes this supporting data — financial metrics and time-based values, for example — is believed not to meet the traditional definition of CRM and the natural thought is “well, better do this in Excel!”.

While I happen to believe Excel is still the greatest software application ever built, its introduction to this value chain we’ve discussed herein actually creates the problem many firms suffer from: key data needed to provide customer service (again: effectively the entirety of a firm’s reports and analysis) is now in disparate systems and detached.

Both of those dynamics are important and distinct: not only is this supplemental data disparate, but when brought together there is no logical association that can be made between the two data sets.

Allow me, then, to make the point very simply: not only can this financial and time-based value data (you may be thinking about is as “portfolio monitoring” or “accounting”) be a part of a CRM, it is arguably the most important part of a CRM because it’s at the core of what providing service to the customer entails — information that comes out of data!

Firms need a digital method to engage stakeholders (ie investor portals)

Investor portals are not new; in fact, for many of us — including myself — they conjure up horrifying nightmares in which we’re aimlessly guessing at folders to find the newest document we need.

So in lies the opportunity: not only have the portals we’ve come to hate not simplified the process of acquiring information, they’ve failed to create an entirely new experience that is “customer service” driven.

To be fair, this is not a B2C market where you’d be long out of business for not having focused on customer service and thus the customer’s technology-driven experience. But don’t expect to be around too much longer if you aren’t thinking about this shift.

Today’s institutional investors increasingly expect this same consumer-like experience, and a massive opportunity is being missed by not providing it. It’s not about providing them the experience they desire; it’s more about the ability to measure engagement that is had in return.

Put simply: what’s keeping the market from providing this experience is the availability of the information that’s required to create the service that provides the experience.

If you’ve hung in this long, you know that by focusing on your CRM, you have the data that’s required to manage the customer relationship and the technology-driven experience through which that information is shared to create a differentiated and opportunistic customer experience.