Mike Kubacki began his career in public accounting by joining a regional accounting firm’s tax department and right away was assigned to clients within the investment and professional services industries. He developed an appreciation for the industry and the knowledge to help such clients with their tax needs. After building a strong relationship with NewSpring Capital, he joined the firm in 2013 as the fund controller and now serves as the chief financial officer.
NewSpring Capital is a lower-middle market-focused private equity firm that partners with the innovators, makers, and operators of high-performing companies in dynamic industries to catalyze new growth and seize compelling opportunities. The firm manages approximately $3.5 billion across five distinct strategies covering the spectrum from growth equity and control buyouts to mezzanine debt.
During his time at NewSpring Capital, Kubacki has helped grow the accounting and finance functions further as the firm grew from under $1 billion of assets under management in 2013 to approximately $3.5 billion of assets under management currently. He has introduced and implemented a number of technological system upgrades to improve processes and procedures as well.
“He is looked at among his peers at NewSpring as a leader to help grow NewSpring into a firm that can continue for many years to come,” said his colleagues. “His continued work within industry-specific networks has proven valuable, not only for a marketing perspective but for the continued growth of the firm.”
Kubacki has served as a featured speaker with key networks in the investment industry, such as Private Equity International, LPGP Connect, the Association for Corporate Growth, and the Private Equity CFO Association.
As a leader, Kubacki said he has learned to lead by example. “Give everyone in a room an opportunity to speak and know that good ideas are shared by all, not just from leadership,” he said. “Good leaders today should teach and learn from their peers and guide their teams to achieve success and foster innovation from working with their teams.”
Admitting that he used to be afraid of failing, Kubacki said that failing does not feel great and gives unwanted outcomes, but he has learned that it is also a chance to grow and succeed. “Some wise colleagues showed me that we learn from our mistakes,” he said. “The real failure is making the same mistake again, so I have challenged myself to take risks to improve my professional curiosity and analysis.”
