Nvidia’s announcement earlier this week that it is investing $100 billion into OpenAI to help fund its massive data center build out has added to a growing sense of unease among investors that there is a dangerous financial bubble around AI, and that the revenues and earnings math underpinning the valuations of both public and private companies in the sector just doesn’t add up.
While Nvidia’s latest announcement is by far the largest example, the AI chipmaker has engaged in a series of “circular” deals in which it invests in, or lends money to, its own customers. Vendor financing exists to some degree in many industries, but in this case, circular transactions may give investors an inflated perception of the true demand for AI.
In past technology bubbles, revenue “roundtripping” and tech companies financing their own customers have exacerbated the damage when those bubbles eventually popped.While the share of Nvidia’s revenues that are currently being driven by such financing appears to be relatively small, the company’s dominance as the world’s most valuable publicly-traded company means that its stock is “priced for perfection” and that even minor missteps could have outsized impact on its valuation—and on financial markets and perhaps even the wider economy.
The extent to which the entire AI boom is backstopped by Nvidia’s cash isn’t easy to answer precisely, which is also one of the unsettling things about it. The company has struck a number of investment and financing deals, many of which are too small individually for the company to consider “material” and report in its financial filings, even though collectively they may be significant.
In addition, there are so many interlocking rings of circularity—where Nvidia has invested in a company, such as OpenAI, that in turn purchases services from a cloud service provider that Nvidia has also invested in, which then also buys or leases GPUs from Nvidia—that disentangling what money is flowing where is far from easy.
Tangled webs of investment
Two of the most prominent examples of Nvidia’s web of circuitous investments are OpenAI and Coreweave. In addition to the latest investment in OpenAI, Nvidia had previously participated in a $6.6 billion investment round in the fast-growing AI company in October 2024. Nvidia also has invested in CoreWeave, which supplies data center capacity to OpenAI and is also an Nvidia customer. As of the end of June, Nvidia owned about 7% of Coreweave, a stake worth about $3 billion currently.
The benefits that companies get from a Nvidia investment extend beyond the cash itself. Nvidia’s equity stakes in companies such as OpenAI and Coreweave enable these companies to access debt financing for data center projects at potentially significantly lower interest rates than they would be able to access without such backing. Jay Goldberg, an analyst with Seaport Global Securities, compares such deals to someone asking their parents to be a co-signer on their mortgage. It gives lenders some assurance that they may actually get their money back.
Startups financing data centers have often had to borrow money at rates as high as 15%, compared to 6% to 9% that a large, established corporation such as Microsoft might have to pay. With Nvidia’s backing, OpenAI and Coreweave have been able to borrow at rates closer to what Microsoft or Google might pay.
Nvidia has also signed a $6.3 billion deal to purchase any cloud capacity that CoreWeave can’t sell to others. The chipmaker had previously agreed to spend $1.3 billion over four years on cloud computing with CoreWeave. Coreweave, meanwhile, has purchased at least 250,000 Nvidia GPUs so far—the majority of which it says are H100 Hopper models, which cost about $30,000 each—which means Coreweave has spent about $7.5 billion buying these chips from Nvidia. So in essence, all of the money Nvidia has invested in Coreweave has come back to it in the form of revenue.
Nvidia has struck similar cloud computing deals with other so-called “neo-cloud” companies. According to a story in The Information, Nvidia agreed this summer to spend $1.3 billion over four years renting some 10,000 of its own AI chips from Lambda, which like Coreweave runs data centers, as well as a separate $200 million deal to rent some 8,000 more over an unspecified time period.
For those who believe there’s an AI bubble, the Lambda deal is clear evidence of froth. Those Nvidia chips Lambda is renting time on back to Nvidia? It bought them with borrowed money collateralized by the value of the GPUs themselves.
Besides its large investments in OpenAI and Coreweave, AI chipmaker also holds multi-million dollar stakes in several other publicly-traded companies that either purchase its GPUs or work on related chip technology. These include chip design firm Arm, high-performance computing company Applied Digital, cloud services company Nebius Group, and biotech company Recursion Pharmaceuticals. (Nvidia also recently purchased a 4% stake in Intel for $5 billion. Like Arm, Intel makes chips that in some cases are alternatives to Nvidia’s GPUs, but which for the most part are complementary to them.)
Earlier this month, Nvidia also pledged to invest £2 billion ($2.7 billion) in U.K. AI startups, including at least £500 million in Nscale, a U.K.-based data center operator that will, presumably, be using some of that money to purchase Nvidia GPUs to provision the data centers it is building. Nvidia also said it would invest in a number of British startups, both directly and through local venture capital firms, and some of that money too, will likely come back to OpenAI in the form of computing purchases, either directly, or through cloud service providers, who in turn will need to buy Nvidia GPUs.
In 2024, Nvidia invested about $1 billion in AI startups globally either directly or through its corporate venture capital arm NVentures, according to data from Dealroom and The Financial Times. This amount was up significantly from what Nvidia invested in 2022, the year the generative AI boom kicked off with OpenAI’s debut of ChatGPT.
How much of this money winds up coming right back to Nvidia in the form of sales is again, difficult to determine. Wall Street research firm NewStreet Research has estimated that for every $10 billion Nvidia invests in OpenAI, it will see $35 billion worth of GPU purchases or GPU lease payments, an amount equal to about 27% of its annual revenues last fiscal year.
Echoes of the dotcom era
That kind of return would certainly make this sort of customer financing worthwhile. But it does raise concerns among analysts about a bubble in AI valuations. These kinds of circular deals have been a hallmark of previous technology bubbles and have often come back to haunt investors.
In this case, the lease arrangements that Nvidia is entering into with OpenAI as part of its latest investment could prove problematic. By leasing GPUs to OpenAI, rather than requiring them to buy the chips outright, Nvidia is sparing OpenAI from having to take an accounting charge for the high depreciation rates on the chips, which will ultimately help OpenAI’s bottom line. But it means that instead Nvidia will have to bear this depreciation costs. What’s more, Nvidia will also take on the risk of being stuck with an inventory of GPUs no one wants if demand for AI workloads don’t match Nvidia CEO Jensen Huang’s rosy predictions.
To some market watchers, Nvidia’s latest deals feel all-too-similar to the excesses of past technology booms. During the dot com bubble at the turn of the 21st Century, telecom equipment makers such as Nortel, Lucent, and Cisco lent money to startups and telecom companies to purchase their equipment. Just before the bubble burst in 2001, the amount of financing Cisco and Nortel had extended to their customers exceeded 10% of annual revenues, and the amount of financing the top five telecom equipment makers had provided to customers exceeded 123% of their combined earnings.
Ultimately, the amount of fiber-optic cabling and switching equipment installed far exceeded demand, and when the bubble burst and many of those customers went bust, the telecom equipment makers were left holding the bad debt on their balance sheets. This contributed to a greater loss of value when the bubble burst than would have otherwise been the case, with networking equipment businesses losing more than 90% of their value over the ensuing decade.
Worse yet were companies such as fiber-optic giant Global Crossing that engaged in direct “revenue roundtripping.” These companies cut deals—often at the end of a quarter in order to hit topline forecasts—in which they paid money to another company for services, and then that company agreed to purchase equipment of exactly equal value. When the bubble burst, Global Crossing went bankrupt, and its executives ultimately paid large legal settlements related to revenue roundtripping.
It is memories of these kinds of transactions that have caused analysts to at least raise an eyebrow at some of Nvidia’s circular investments. Goldberg, the Seaport Global analyst, said the deals had a whiff of circular financing and were emblematic of “bubble-like behavior.”
“The action will clearly fuel ‘circular’ concerns,” Stacy Rasgon, an analyst with Bernstein Research, wrote in an investor note following Nvidia’s announcement of its blockbuster investment in OpenAI.It’s a long way from a concern to a crisis, of course, but as AI company valuations get higher, that distance is starting to close.
Gen Z is sometimes criticized for its proclivity toward slang or its approach to the workforce. But this generation is facing challenges very different from those of their elders. The young adults are slowing down their pursuit of the American Dream of finding “the one,” owning a home, and having kids.
But it’s not because Gen Z doesn’t want to find love, according to a report by Match Group and Harris Poll shared exclusively with Fortune. In fact, their survey results from 2,500 randomly selected U.S. adults shows 80% of Gen Z say they believe they’ll find true love, making them the most optimistic generation about finding love. Yet, only 55% of Gen Z feel like they’re actually ready for partnership.
Therein lies the “readiness paradox,” a phenomenon that paralyzes Gen Z from taking that initial step toward a serious relationship, and subsequently toward marriage and having children. While more than half of Gen Z says they feel lonely despite having online connections, 48% of Gen Z women report feeling additional pressure to enter a relationship for “the right reason,” rather than solely to avoid loneliness. This cycle traps young people in loneliness, which is amplified by social media pressures, like the dread of “hard-launching” a relationship.
“It makes total sense to be stuck in that paralysis of, I want this, I want a relationship, but I don’t feel ready for it, and so I don’t do it,” Chine Mmegwa, head of strategy, corporate development, and business operations at Match Group, told Fortune. “What they’re afraid of is failing. What they’re afraid of is that the other person on the other side isn’t ready.”
Match Group defines this phenomenon as a “self-reinforcing cycle” in which Gen Zers set a high bar for readiness for a relationship, then feel anxious about being alone, then crave new relationships, believe they’re not ready for it and wait longer, experience more loneliness, and then the cycle repeats.
And some of this cycle stems from the fact that Gen Z prioritizes investing in personal growth, therapy, and defining success over other generations. Nearly 60% of Gen Z women say therapy is essential to relationship success, according to the Match Group report, and almost 50% say that setting and respecting healthy boundaries is a prime indication of being ready for a romantic relationship. And as a result, they may be more likely to delay dating.
This report serves as a launchpad for Match Group and other dating app companies to rethink how to best serve Gen Z consumers, some of which had ditched the apps when they did have features they could relate to. But now Tinder has introduced more casual modes for Gen Zers to meet each other, like through its double-date feature and college mode where the generation can meet more people with the same relationship goals in mind.
That’s a step in the right direction for a generation that is reverting back to a desire to meet in real life.
“This is the way Gen Z wants to connect,” Match Group CEO Spencer Rascoff previously said. “They want to vibe their way through meeting people.”
Reprioritizing milestones
Unlike how some other reports about Gen Z love life have portrayed the generation, they’re not rejecting romance. Instead, they’re reshuffling life’s timeline amid economic and social strains.
Match Group’s report shows nearly half of Gen Z say they’re not ready for relationships now, and 75% aren’t rushing into one. But, again, 80% say they believe they’ll find true love.
“They believe that when they work on themselves, their relationships become stronger,” according to the Match Group report. “And they are more likely to wait until they can put their best selves forward to give themselves the highest chance of relationship success.”
Although that may sound like worrisome news for a company trying to appeal to the latest generation, Mmegwa didn’t shy away from the challenge.
Gen Z is “still looking to our products to solve real big issues. And they are still looking to our products and to dating to solve the things that are most important to them” she said. “It’s just a question of when and how they will use our products that [is] very different from prior generations.”
This generation also has a very different view of how happy their own parents’ and grandparents’ relationships are: Only 37% described those relationships as happy, and 34% of Gen Z women also feel working through issues from past relationships indicates readiness, according to the report.
Social media’s vicious cycle
Being highly inundated by and invested in social media has also exacerbated the readiness paradox. While 46% of Gen Z “soft-launch” relationships versus 27% overall, 81% see it as an ironclad agreement, and dread backlash from a public failure.
It’s different from how other generations view making relationships public: “You can also hard launch and then delete the photos the next day, and it’s okay,” Mmegwa said.
But still, for Gen Z, relationship performance pressure creates a cycle: High readiness bars lead to loneliness, which ultimately leads to them pursuing lower-stakes or casual relationships that rarely escalate into something more serious.
Instagram exacerbates the stall. While 46% of Gen Z “soft-launch” relationships versus 27% overall, 81% who hard-launch see it as an ironclad commitment, dreading public failure. Mmegwa highlighted this generational shift: “You can also hard launch and then delete the photos the next day, and it’s okay.” This “performance pressure” creates a cycle: High readiness bars lead to loneliness (over 50% feel it despite online ties), prompting low-stakes connections that rarely escalate.
“For us, the focus is on how we bring people together and encourage them to return to in-person connections,” Hinge CEO Jackie Jantos previously toldFortune. Hinge is part of Match Group, along with Tinder, Match, and OkCupid.
How Match Group plans to address the readiness paradox
Match Group is planning to meet Gen Z where they are: They’ll keep introducing “low-pressure” tools, like Tinder’s Double Dating feature and College Mode.
“The idea here is really around helping our users have the power to control what they’re looking for in a given moment and be able to find that more easily,” Cleo Long, Tinder’s senior director of global product marketing, previously told Fortune.
Using the report as a roadmap for new product plans, future features could include features like readiness signals, Mmegwa said, and more curated matches will be important.
“It’s no longer a speed and volume game,” she said. “It’s [about] truly making our algorithms help you know yourself better, and then help you know the person on the other side of the connection better.”
Good morning. As audit committees confront a rapidly expanding risk landscape, their role in corporate governance is being reshaped. Boards have often turned to current and former CFOs as independent directors, particularly for audit committees, because of their ability to translate complex operational and financial realities into effective oversight.
For example, this month, J. Michael Hansen, former EVP and CFO of Cintas Corporation, was appointed to the audit committee at Paychex. In July, Britt Vitalone, EVP and CFO of McKesson Corporation, was appointed to the audit committee of Align Technology’s board of directors. And in November, Catherine Birkett, CFO of GoCardless, was named chair of the audit and risk committee at Twinkl.
I attended the launch event of the Institute of Internal Auditors’ (IIA) Global Audit Committee Center last week in Washington, D.C., which addressed the challenges and opportunities facing audit committees. The center is designed to be a resource to strengthen the alliance between audit committees of boards and internal audit in a fast-changing risk environment. It offers research, webinars, and events and will ultimately add formal training programs.
“The center has a very strong core belief—well-informed, engaged, and well-supported audit committees are essential to corporate governance,” said Anthony Pugliese, president and CEO of the IIA.
Pugliese emphasized that board audit committees need to turn to internal audit to truly understand what is happening inside an organization. The event drew members from across the U.S. and around the world, including Canada, Europe, Africa, Latin America, and the Middle East, with Abdullah Alshebeili, CEO of the Saudi Authority of Internal Auditors, in attendance.
CFOs, in particular, work with internal audit on risk assessment, internal controls, and audit readiness, and they share information on financial processes and control issues. Finance chiefs also communicate regularly with the board’s audit committee.
AI and analytics reshape how audit committees see risk
During a panel discussion at the event, Ann Cohen, CFO of the IIA, said audit committees are increasingly using AI and advanced technology to connect different types of risk—third-party, financial, operational, cyber, and regulatory. They are using analytics to surface anomalies and emerging risks earlier, support proactive oversight, and run “what if” analyses before risks materialize. “It allows us to be more responsive to risks and provide more robust assurance to stakeholders,” she said.
A major focus is “everyday AI,” said Sarah Francis of the EY Center for Board Effectiveness. “I think audit committees are really also looking at, ‘How do we start to touch, feel, smell, and get used to the products that are out there?’” Directors, many of whom are active executives, are also thinking about how to deploy these tools effectively. “There have to be clear governance frameworks for AI and analytics,” she said, noting that prompts—and the people who craft them—matter. She highlighted the need for experts who can help frame broader questions around ethics within responsible AI frameworks.
Audit committees can and should engage with technology as they work toward a fully defined plan, commented Luke Whorton, executive search and leadership consultant at Spencer Stuart in the firm’s Financial Officer Practice. “How do you create a foundation, but one that’s agile and responsive, because it’s going to continue to change rapidly?” he asked.
“Audit committees need to be curious,” Cohen said. “They need to challenge management on their inputs, on their assumptions and their judgment, and on what they’ve embedded into their AI outputs.”
The committees that challenge assumptions and lean into technology, alongside strong partnerships with internal audit, could be well-positioned to safeguard trust in an uncertain world.
Linda LaGorga will step down as CFO of Entegris, Inc. (NASDAQ: ENTG), an advanced materials science provider, effective Feb. 28. Effective March 1. Mike Sauer, Entegris’ VP, controller and chief accounting officer, will assume the role of interim CFO, in addition to maintaining the responsibilities of his current role. LaGorga will serve as a senior advisor to Entegris through May 15. Entegris has initiated a search process for a permanent CFO with an executive search firm. Sauer has 37 years of experience in finance and accounting roles at Entegris.
Hugo Doetsch was appointed CFO of AuditBoard, a governance, risk, and compliance platform. Doetsch brings over two decades of financial leadership and strategic operating experience to AuditBoard. Most recently, he served as CFO at symplr, an enterprise health care operations software provider. Before that, he was CFO at NetDocuments, a cloud-based content management platform. Doetsch also held senior leadership roles at Ping Identity, where he assisted the company in a 2019 initial public offering.
Big Deal
The 2026 Fortune World’s Most Admired Companies list was released this morning. The annual ranking of corporate reputation is based on a poll of some 3,000 executives, directors, and analysts.
Apple has been No. 1 for 19 consecutive years. Amazon and Microsoft have filled out the top three for seven years in a row. Berkshire Hathaway (No. 6) and Alphabet (No. 8) have each been in the top 10 for well over a decade. Berkshire, the conglomerate nurtured by Warren Buffett, holds the distinction of having been on the All-Star list every single year since it launched in 1998; it shares that honor with Microsoft, Coca-Cola, Toyota Motor, and Johnson & Johnson.
Going deeper
“Who Gets Replaced by AI and Why?” is a report in Wharton’s business journal. New research from Wharton’s Pinar Yildirim explores how AI can impact employee motivation when it is implemented in the wrong part of a team’s workflow. The research addresses topics such as how managers should deploy AI capacity in teams and which positions are most vulnerable to being displaced by AI.
Overheard
“Working closely with David Ellison and this exceptional management team made the decision to resign from the board and jump in fully as CFO an easy one.”
—Dennis K. Cinelli wrote in a LinkedIn post on Tuesday regarding his appointment, effective Jan. 15, as CFO of Paramount, and his resignation from the company’s board. Most recently, Cinelli served as CFO of Scale AI, and he previously held senior finance and operational roles at Uber.
I love watching “Next Man Up” basketball, where the spotlight rotates unpredictably. One night it’s the bench guard dropping 30, the next it’s the role player posting a triple-double.
CapitalG’s Jill Chase—who captained her college basketball team at Williams College—says this logic actually applies to Alphabet’s growth firm. When I ask her what basketball team is most like CapitalG, she lists the WNBA’s Golden State Valkyries.
“Everybody has a different skill set, and everybody is willing to drop anything to help each other win,” said Chase. “It’s a different person every night who wins the game. And I think that’s really consistent with the way CapitalG is building its culture.”
For the first time since the firm was started in 2013, it’s promoting two general partners, Chase and Alex Nichols, Fortune has exclusively learned. Chase, who joined CapitalG in 2020 specifically with a thesis around AI, has backed Abridge, Baseten, Canva, LangChain, Physical Intelligence, and Rippling.
Nichols, meanwhile, joined CapitalG in 2018 as an associate and was promoted to partner just two years ago. He previously worked with managing partner Laela Sturdy on the firm’s investments in Duolingo, Stripe, and Whatnot, and recently led CapitalG’s investment in Zach Dell’s energy startup BasePower. At a moment where there’s mounting angst around data centers and what it will take to power them, Nichols has a surprising take on how AI will affect energy—that both batteries and solar are getting cheaper and better at something like Moore’s Law speed. Those twin cost curves, over time, should actually drive energy prices down.
“I’m actually very optimistic about the future of energy prices,” he said. “You look at the history of energy consumption versus GDP. And cheap energy means more production, more income, and means a higher standard of living.”
At a moment when venture is perhaps more competitive than ever—and there are certainly some solo GPs out there making their mark—there’s an argument that as lines blur between disciplines in an AI-ified world, venture is by necessity a team sport.
Sturdy—who’s been CapitalG’s managing partner since 2023 (and also captained her college basketball team)—and Chase both have clearly taken some learnings from their time on the court. Chase sees venture overall as becoming more team-oriented: “Historically, it used to be like ‘you made general partner, go out and win your deal.’ To me, that’s not the right way to be successful in venture ever.”
Sturdy adds that in basketball, like venture, “We have to look at the scoreboard every once in a while, and you have to get back up when you get crushed… And, of course, coming together is better than playing alone.”
Term Sheet Podcast…This week, I spoke with Exelon CEO Calvin Butler. As resource-hungry data centers continue to sprout across the country, many are questioning whether the nation’s utility network can keep pace with such large-scale demand. Butler says it can. Listen and watch here.
Joey Abrams curated the deals section of today’s newsletter.Subscribe here.
VENTURE CAPITAL
– humans&, a San Francisco-based AI lab, raised $480 million in seed funding. SVAngel and GeorgesHarik led the round and were joined by NVIDIA and others.
– Emergent, a San Francisco-based platform designed for AI software creation, raised $70 million in Series B funding. Khosla Ventures and SoftBank led the round and were joined by Prosus, Lightspeed, Together, and Y Combinator.
– Exciva, a Heidelberg, Germany-based developer of therapeutics designed for neuropsychiatric conditions, raised €51 million ($59 million) in Series B funding. Gimv and EQTLifeSciences led the round and were joined by FountainHealthcarePartners, LifeArcVentures, and others.
– Pomelo, a Buenos Aires, Argentina-based payments infrastructure company, raised $55 million in Series C funding. Kaszek and InsightPartners led the round and were joined by IndexVentures, AdamsStreetPartners, S32, and others.
– Cloover, a Berlin, Germany-based operating system designed for energy independence, raised $22 million in Series A funding. MMCVentures and QEDInvestors led the round and were joined by LowercarbonCapital, BNVTCapital, BoschVentures, and others.
– Statusphere, a Winter Park, Fla.-based influencer marketing technology platform, raised $18 million in Series A funding. VolitionCapital led the round and was joined by HearstLab, 1984Ventures, and HowWomenInvest.
– DominionDynamics, an Ottawa, Canada-based defense technology company, raised $21M CAD ($15.2M USD) in seed funding. Georgian led the round and was joined by BessemerVenturePartners and BritishColumbiaInvestmentManagementCorporation.
– Cosmos, a New York City-based image collection and discovery platform, raised $15 million in Series A funding. ShineCapital led the round and was joined by Matrix and others.
– Mave, a Toronto, Canada-based real estate AI company, raised $5 million in seed funding from StaircaseVentures, RelayVentures, N49P, and AlatePartners.
– Stilla, a Stockholm, Sweden-based developer of an AI designed to accommodate entire teams, raised $5 million in pre-seed funding. GeneralCatalyst led the round and was joined by others.
– AsymmetricSecurity, a London, U.K. and San Francisco-based cyber forensics company, raised $4.2 million in pre-seed funding. SusaVentures led the round and was joined by HalcyonVentures, OverlookVentures, and angel investors.
PRIVATE EQUITY
– ConnectWise, backed by ThomaBravo, acquired zofiQ, a Toronto, Ontario-based agentic AI technology company designed to automate high-service desk operations. Financial terms were not disclosed.
– GrantAvenueCapital acquired 21stCenturyHealthcare, a Tempe, Ariz.-based vitamins, minerals, and supplements company. Financial terms were not disclosed.
– HighlanderPartners acquired Tapatio, a Vernon, Calif.-based hot sauce brand. Financial terms were not disclosed.
– PlatinumEquity acquired CzarnowskiCollective, a Chicago, Ill.-based exhibit and events company. Financial terms were not disclosed.
– UnitedBuildingSolutions, backed by AEIndustrial, acquired DFWMechanicalGroup, a Wylie, Texas-based HVAC solutions company. Financial terms were not disclosed.
IPOS
– PicPay, a Sao Paolo, Brazil-based digital bank, now plans to raise up to $435.1 million in an offering of 22.9 million shares priced between $16 and $19 on the Nasdaq. The company posted $1.7 billion in revenue for the year ended September 30. J&F International and BancoOriginal back the company.
– EthosTechnologies, a San Francisco-based online life insurance provider, plans to raise up to $210 million in an offering of 10.5 million shares priced between $18 and $20. The company posted $344 million in revenue for the year ended Sept. 30. GeneralCatalyst, HeroicVentures, EricLantz, and others back the company.
FUNDS + FUNDS OF FUNDS
– BlueprintEquity, a La Jolla, Calif.-based growth equity firm, raised $333 million for its third fund focused on enterprise software, business-to-business, and tech-enabled services companies.
PEOPLE
– Area 15 Ventures, a Castle Pine, Colo.-based venture capital firm, promoted AdamContos to managing partner.
– BullCityVenturePartners, a Durham, N.C.-based venture capital firm, hired CarlyConnell as a principal.
– HarvestPartners, a New York City-based private equity firm, promoted LucasRodgers to partner, MatthewBruckmann and IanSingleton to principal, and ConnorScro to vice president on the private equity team.
– Wingman Growth Partners, a Greenwich, Conn.-based private equity firm, hired CheriReeve as CFO. She previously served as principal and CFO at AtlasHoldings.
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