Recent data reveals a staggering reality: nearly a quarter of a million mothers with young children have left the UK workforce due to the complexities of balancing career and childcare. The “motherhood penalty” is often framed as an inconvenience to businesses but the reality is that it’s a not just mothers that miss out, business and society do too. 

Natalie Cramp, Partner at JMAN Group, shares her honest, first-hand account of returning to the high-pressure Private Equity industry after maternity leave. 

Natalie highlights: 

• Retention makes commercial sense: The PwC Women in Work Index states that UK employers could save £260 million annually in recruitment and turnover costs simply by keeping women in full-time employment post-childbirth.  
• Support for Dads is essential: JMAN Group’s market-leading paternity policy removes the “choice” between bonding and bills. Research shows that countries with robust, paid paternity leave see significantly smaller gender wage and labour participation gaps. 
• True support isn’t superficial: It must go beyond the HR policy and be believed in and led from the top. It means acknowledging that the person returning is not the same person who left, and providing practical bridges like upskilling, flexible remote working, and phased returns. 
• It’s not all about money: The small things mean a lot, but the more you can do to take the financial stress out of decisions, the better. 

Click below to read Natalie’s full account of the “motherhood penalty,” the specific small things that make a big difference, and why JMAN Group is challenging the norms of the PE and data industry in a recent New Digital Age article. 

Driven by the rapidly-growing presence of JMAN Group in the US, industry publication Megabuyte caught up with Anush Newman and Richard Cowen, CEO and CFO respectively of JMAN Group, for an inside look at a landmark year.

In this exclusive update, the author ​​Jonty Lagden explores how the business has achieved a string of successes. Hitting a £30.1m revenue milestone, JMAN Group sits in the top quartiles for Organic Growth, Revenue CAGR, and EBITDA margin, reporting a Megabuyte Scorecard rating of 61, against an IT Consulting peer group average of 47.

As Anush and Richard told Megabuyte, the growth is thanks to JMAN Group’s unique blended delivery model and deep-rooted partnerships within the Private Equity sector. This has enabled the company to meet the continued demand for data engineering, analytics and AI delivery across PE-backed portfolio companies. 

With a global team now at more than 600 experts across London, New York and Chennai, plus investment from Baird Capital, JMAN is outperforming peer group averages and setting a high bar for data engineering and machine learning consultancy.

The article also covers: 

• How a vendor-agnostic approach to data and AI is driving 35% like-for-like revenue growth.
• Insights into how JMAN Group maintains top-quartile margins while expanding its international footprint.
• Why long-term engagements with portfolio companies are the engine behind a projected £40m+ turnover for FY26.

To read the full article, click the link below.

In the world of data and AI, legal can’t be an after-the-fact function. As JMAN scales at the intersection of private capital and technical innovation, General Counsel, Sara Mackie is transforming legal from a fragmented effort into a robust architectural discipline.

In a Corporate Counsel Business Journal blog, Sara explains how she has built a legal function designed for velocity, accountability and durability, from managing cross-border data responsibilities to navigating the evolving landscape of AI regulation.

In this blog, you will learn:

• Legal as Architecture, Not Just Policy: In high-growth, tech-driven environments, the legal function must be “built” to scale alongside engineering and consulting teams.
• Velocity through Governance: Creating clear internal frameworks for legal means firms move faster with durable processes.
• AI Pragmatism: Human judgment and robust governance must keep pace with technical innovation to ensure accountability.

Click below to read the full blog.

In the latest feature for PitchBook News, experts across private equity argue that 2026 is the year of “necessity and survival” for artificial intelligence in the industry.

While many firms remain in the early stages of exploration, Anush Newman, CEO and founder at JMAN Group, highlights the urgent need for GPs to move beyond concept and into consistent, value-driven execution. From supporting portfolio companies to securing future reinvestments from LPs, this article outlines the essential roadmap for the year ahead.

Key learning outcomes:

• Portfolio foundations: Why GPs must be more insistent and consistent in helping portfolio companies lay the groundwork for data and AI.
• The cost of inaction: Understanding why delaying AI investment will erode firm value much faster than the upfront cost of experimentation.
• LP expectations: How transparency, speed and accuracy in data reporting are becoming as critical as financial returns for modern allocators.

To read the full article, click below.

The “triple-whammy” of high debt, energy costs and wage inflation is ending the era of low-productivity “zombie” firms. Featured in The Times, Anush Newman, co-founder and chief executive officer of JMAN Group, explains why data is now the ultimate tool for “creative destruction” and sustainable growth.

Whether you are navigating a new acquisition, seeking operational efficiency, or preparing for a high-stakes exit, this article outlines the roadmap for commercial success in a tougher landscape.

Key learning outcomes:

• Bridging the data gap: Why many firms struggle to replicate “shiny” investment figures post-acquisition and how to fix it.
• Driving organic growth: Using AI and data signals to acquire the right customers and reduce churn.
• Mastering the exit: How to use data-led storytelling to prove your success was deliberate to skeptical buyers.

Click below to read the full article.

After two years of difficult market conditions, PE exit activity is recovering, but the era of selling based purely on headline growth is over. Today, data underpins every credible value story, yet according to a recent study by EY, 72% of respondents cited access to comprehensive data and KPIs as their biggest exit challenge. 

In a must-read article for Funds Europe, Anush Newman, CEO and Co-founder of JMAN Group, outlines the cultural and infrastructure shift required to treat data as a strategic management asset, proving the long-term viability that turns cautious buyers into confident investors. 

In this article, you will learn: 

• Which granular metrics (such as CAC:LTV and support resolution times) are necessary to bring operational efficiency to life. 
• How to prove sustainable growth potential through customer cohort performance and cost-to-serve ratios. 
• Why building a robust data foundation is essential for integrating AI and securing a higher valuation post-acquisition. 

In wealth management, firms are no longer just collecting data; they are using sophisticated AI and machine learning to analyze it, creating powerful predictive insights to guide an advisor’s ‘next-best-action’. 

In a new article from Citywire USA, Christian Davis, Associate Partner at JMAN Group, explains the reality behind the buzz. He details how bespoke ‘churn tools’ and predictive models are becoming essential for staying competitive, anticipating client needs and personalizing service at scale.

To stay ahead, Christian says, firms must build a nuanced data strategy. 

In this article you will learn: 

• Why a robust data strategy is the essential first step before you can effectively deploy AI and machine learning. 
• How predictive analytics can identify a client’s propensity to churn, accept a new fee structure or be interested in a cross-sell opportunity.
• The reason a one-size-fits-all AI product doesn’t exist for this challenge and why a bespoke approach is critical for success. 

Click below to read the full article.

Artificial Intelligence (AI) is actively reshaping the culture of investment and redefining the art of the possible. In a Private Equity landscape of rising asset prices and fierce competition, the traditional reliance on intuition and experience is becoming increasingly risky. 

Writing for Crunchbase, Christian Davis, Associate Partner at JMAN Group, explores how AI is becoming a transformative force in investment management. He details the shift from instinct-based decisions to a new standard of factual, data-driven analysis that is critical for success. 

In this article, you will learn: 

• Why the most successful firms are moving beyond traditional methods and shifting their culture to where high-resolution, data-backed analysis underpins every decision.
• How AI enables firms to harness data through the business lifecycle to craft compelling equity narratives, accelerate performance, monitor portfolio companies and secure stronger exit valuations.
• How AI is democratizing access to advanced analytics, creating a new divide between the “haves” and “have-nots” and offering a significant competitive advantage for innovators. 

To gain a deeper understanding of this new frontier, click below to read the full article.

Today’s private equity landscape is dealing with the challenges of geopolitical uncertainty, economic caution and longer holding periods. Simply showcasing impressive top-line growth is no longer sufficient: the most critical asset for businesses seeking a successful and lucrative exit is data. 

In an exclusive article for WealthBriefing, Anush Newman, CEO and co-founder at JMAN Group, outlines how investors are scrutinizing a much wider range of metrics to build a holistic picture of a company’s performance, from customer loyalty to operational efficiency. This shift requires a cultural change within businesses, where data is viewed as a strategic priority, not just an IT or finance function. 

In this article, you will discover: 

• Why the traditional “data cube” has evolved into a scalable “data asset” that works long after acquisition. 
• The three key pillars a firm must demonstrate through data to build a compelling value story: operational efficiency, scalability, and long-term viability. 
• How businesses can leverage their existing data to not only secure a successful exit but also to capitalize on the value that AI can bring. 

Click below to read the full article and transform your approach to data.

The Software as a Service (SaaS) sector remains a key focus for private equity, but as the market grows increasingly saturated and competitive, firms are refining their strategies for value creation. A recent Real Deals article, “Decoding PE’s playbook for SaaS value creation,” explores how GPs are adapting to unearth fresh opportunities and ensure resilient returns.

The article highlights an ongoing pivot towards highly specialized solutions. Anush Newman, co-founder of JMAN Group, emphasizes that in today’s mid-market deals, a generalist SaaS provider that cannot clearly differentiate itself from more niche players is a red flag. While buy-and-build remains a strong trend for accelerated expansion, the piece underscores the sector’s focus on a balanced organic and inorganic growth to build high-grade, adaptable assets.

Key Learning Outcomes:

• Understand why specialized SaaS solutions are gaining traction and how differentiation is critical in a crowded market.
• Discover why a balanced approach to organic and inorganic growth, rather than M&A alone, is crucial for sustainable SaaS value creation.
• Learn why rigorous scrutiny of customer acquisition costs, retention and future-proofing is paramount during SaaS due diligence.

Are you ready to refine your SaaS value creation strategy? Click through to read the full Real Deals article and unlock the playbook for success.