Our Story

During my first meeting with GDC’s leadership team in early 2019, I recognized that the group was exceptional. Greg walking me to the elevator at the end of the day still plays in my mental career highlight reel.

Prior to founding Ordiant, I’d spent a number of years primarily engaging with publicly traded companies, but had created an advisory firm to focus on family-, founder-, and partner-led private companies. My vision was simple: to help middle-market companies benefit from sophisticated value creation techniques once reserved for large public and private equity-backed competitors. Ordiant has been about providing access to talent, ideas and knowledge, and networks, as well as my own ability to execute complex transformations.

Working with GDC in the years thereafter was a dream come true. While I also had the opportunity to engage with mega-cap public companies, sponsors, high-growth technology companies, and family-owned operators, I always considered how to do more with GDC.

Greg Courtney’s story of entrepreneurship is inspiring, but stepping outside of that, the practical benefits of working with an individual who has taken risk—real personal risk—across the journey from conception to ten-figure type scale, with the setbacks, obstacles, and lived challenges that come with building any business, are invaluable.

In August 2025, we formed OGP to combine our collective knowledge on how to accelerate the growth of sub-scale businesses using pragmatic strategies, operational improvements, technology deployment, organizational design, and finance as levers. Collaborating with Mike Coons on finance and M&A, Dan Logan in systems and organizing operations, Dennis Coons in governance and strategy, Tom Trgovac in legal matters, and so many others on the team, is an exceptional backdrop in this area of the market in which many investment firms are linear, and strategics have breadth without the same depth.

GDC’s track record informed our approach. Over thirty years, GDC has acquired twelve companies and sold none, building a permanent platform rather than a portfolio to exit. And in doing so, it has combined the best of entrepreneurship with the organizational rigor to perform consistently well across the decades.

Following that vein, we structured OGP without a fund or outside investors, which means we aren’t governed by artificial timelines or pressure to sell. Our vision was to create a modern alternative to traditional private equity, independent sponsors, or strategic acquirers through our “by operators for operators” mindset, in which we resource and actively help our partners drive value across all facets of the business. In that way, OGP, too, is about access, but also partnership at a depth that’s increasingly rare.

Whether you are looking for a partner to keep building or considering a thoughtful transition, we welcome the opportunity to meet.

Some things are meant to be.