The Vestige Capital case follows a search fund team comprised of two 2009 Stanford GSB alumni as they decide to raise a search fund in Mexico, procure search capital from U.S. and Mexican investors, and source deals over the ensuing two years. The case chronicles the difficulties the team faced during their search, including the departure of one partner from the firm and several near misses with acquisition. At the end of the case, the reader is left with a difficult decision: with very little search capital left, should the team recommence acquisition conversations with one previous target that they had previously walked away from, restructure their fund to acquire minority stakes in a handful of businesses, or shut down the fund in lieu of an attractive job opportunity with steady income.

At Kid Spectrum, a provider of in-home services for autistic children, two high-value employees are at war. Ronnie, director of clinical operations, is a class-A clinician who is well respected by his peers and subordinates; Ellen is a highly efficient administrative director who understands the importance of the bottom line. Their work styles couldn't be more different even though each is thoroughly dedicated to the company. Kid Spectrum's owner, Matthew Sparks, must figure out how to make his newly acquired business more profitable while retaining these two key employees whose interaction is starting to become toxic. H. Irving Grousbeck, of the Stanford Graduate School of Business, presents a fictionalized case to explore this common workplace dilemma. Expert commentary comes from Jim Southern, of Pacific Lake Partners, and Peter Kelly, of Stanford Graduate School of Business and formerly of Pacific Pulmonary Services.

At Kid Spectrum, a provider of in-home services for autistic children, two high-value employees are at war. Ronnie, director of clinical operations, is a class-A clinician who is well respected by his peers and subordinates; Ellen is a highly efficient administrative director who understands the importance of the bottom line. Their work styles couldn't be more different even though each is thoroughly dedicated to the company. Kid Spectrum's owner, Matthew Sparks, must figure out how to make his newly acquired business more profitable while retaining these two key employees whose interaction is starting to become toxic. H. Irving Grousbeck, of the Stanford Graduate School of Business, presents a fictionalized case to explore this common workplace dilemma. Expert commentary comes from Jim Southern, of Pacific Lake Partners, and Peter Kelly, of Stanford Graduate School of Business and formerly of Pacific Pulmonary Services.