Grant Thornton’s Private Equity practice has a new leader — and he is an alumnus of the Naveen Jindal School of Management.

Marc Chase, EMBA ’99, will lead strategy, growth and operations in a highly competitive segment of finance. He said the new role is both an honor and an energizing challenge.

“I’m excited to bring clarity and discipline to a space where speed and precision matter most,” he said. “Private equity calls for equal parts vision and execution, and I look forward to helping our clients find value through sharper diligence, stronger operations and smart growth.”

What motivates him most, he added, is building a culture of accountability and insight in which partnerships are guided by practical advice, measurable results and transparency

John Barden, dean of Executive Education at the Jindal School, said an Executive MBA is more than just a credential — it is a strategic accelerator for leaders aiming to step into highprofile, prestigious roles in the C-Suite.

“EMBA students at the Jindal School develop executive presence, which emphasizes communication, influence and key traits for boardroom leadership and public-facing roles,” he said. “They also are trained how to make decisions under pressure. The EMBA curriculum focuses on case-based learning from which students take away lessons in solving practical, theoretical and complex issues in high-stakes environments. Marc has taken those lessons to the next level.”

Chase said he has been driven throughout his career to turn complexity into clarity and build processes that can deliver measurable impact.

“Early on, I found myself drawn to roles where I could bridge sales, strategy and execution — whether diagnosing operational gaps, designing growth frameworks or aligning cross functional teams around shared outcomes and relationships. A key turning point was my own foray into the private equity world as a general partner. I was consuming the very services I once provided.

The team Chase leads approaches each situation with confidence in their capabilities but also with the judgment to recommend competitors when doing so can serve the client’s long-term interests.

“It’s the subtle difference between ‘doing things right’ and ‘doing the right thing,’” he said.

Chase said his Executive MBA gave him the tools to be able to see the bigger picture.

“I learned how strategy, operations, finance and leadership all connect,” he said. “But more than that, it sharpened my ability to lead with clarity and confidence, especially when the stakes are high, and the timelines are tight.”

Giving back to the Jindal School is in the front of Chase’s mind, whether it’s offering guidance to undergrads exploring careers in private equity or maybe even stepping into an adjunct role down the line

“It would be a real privilege to support the next generation,” he said.

His immediate priority in his new role is to define how the practice acquires, manages and delivers value consistently across client relationships and related investments.

“This means creating outcome-based processes, defined accountability and systems of reward and repercussion that drive behavior toward client outcomes,” he said. “Many people talk about recognition, but you seldom hear of repercussions. Like life, there should be both. If professionals act counter to the client or firm’s interest, there should be no reward associated with that behavior and potentially, even a demerit in their compensation or delay in their ability to ascend to the next role.”

Besides the ever-present push for tighter presentations and deeper diligence, Chase said the consulting profession is being shaped by a few big forces.

“Speed is no longer a luxury—it’s a mandate,” he said. “If your firm has no sense of urgency and can’t match the time clock on deals — this is not the industry for you. Firms want sharper insights faster, which means consultants need to be part strategist, part data ninja. Second, value creation is getting more granular; it’s not just about cutting costs or scaling — it’s about finding hidden levers in sales enablement, CRM hygiene and innovative processes of growth. And of course, AI is the new intern: tireless, occasionally brilliant, and still learning how not to hallucinate. The challenge is staying rigorous while embracing tools that can accelerate—but not replace—judgment. So yes, the future is fast, fragmented, and full of acronyms. But it’s also a great time to be in the business of clarity.”

The EMBA curriculum focuses on case-based learning from which students take away lessons in solving practical, theoretical and complex issues in high-stakes environments. Marc has taken those lessons to the next level.
– John Barden, dean of Executive Education