BC Partners

private-equity firm

BC Partners

Industry Finance

A private-equity firm whose portfolio has included PetSmart under a BC Partners-led ownership structure. Its model provides capital and control rights to investors, while ordinary workers, customers, and affected animals have weak formal power.

Why this matters: PetSmart's pet-retail and animal-care concerns need the private-equity ownership layer visible.

Letter grade D Extractive High confidence (AI) Rubric gcd-rubric-v1

Final Score 7* D - Extractive
DEXTRACTIVE7 tentative score pts

* Tentative scaffolding score. Not human-checked or final.

Base Material13
Bonus+0
Cap35Ownership <= 2 and Governance <= 2
After Cap13
Penalties-6
!Not Verified
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Evaluation Overview

D - Extractive

The score turns mainly on Loss-Bearing Fidelity, with the largest penalty coming from Policy Capture.

Strengths

  • Loss-Bearing Fidelity2/7
  • Market Conduct2/5
  • Product Integrity2/5

Penalties

  • Policy Capture-2
  • Accountability Opacity-2
  • Identity Capture-1
  • Ideological Disavowal-1

Evidence state

  • ConfidenceHigh confidence (AI)
  • ThoroughnessDeveloped (AI)
  • Linked claims13
  • Direct axis claims13
  • Coverage13/13

Scoring Axes
Axis Score Why this score
Ownership
?
Control rights: shareholder-dominated at 0, worker cooperative control at 10.
1 / 10

BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Governance
?
Binding decision authority: centralized control at 0, democratic stakeholder control at 10.
1 / 10

BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Extraction
?
Surplus allocation, wage share, CEO pay ratio, margins, and structured extraction judgment.
1 / 10

BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Labor Sovereignty
?
Worker power: coercive conditions at 0, co-determination or ownership at 7. Employee dissatisfaction matters only when source-backed evidence shows concrete limits on worker agency, such as coercive scheduling, retaliation, wage theft, harassment, unsafe conditions, suppression of worker voice, or extreme turnover.
1 / 7

BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Solidarity with the Unemployed
?
Treatment of exits and nonworkers, including severance, redeployment, and non-competes.
1 / 7

BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Loss-Bearing Fidelity
?
Willingness to absorb costs to preserve values, workers, users, and public obligations.
2 / 7

BC Partners's linked public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Market Conduct
?
Pricing fairness, switching costs, lock-in, and rent extraction.
2 / 5

BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Product Integrity
?
Preservation of quality rather than degradation for monetization.
2 / 5

BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • context BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]
Scale Integrity
?
Whether growth improves or degrades fairness and accountability.
2 / 5

BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • context BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution. [1]
  • context BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities. [2]
  • context BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities. [6]
  • context BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives. [8]
  • BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions. [9]

Penalties
Penalty Applied Why this penalty
Policy Capture
?
Private-interest attempts to bend law, regulation, subsidies, taxes, enforcement, trade, labor, safety, competition, environmental, healthcare, housing, surveillance, civil-liberties, or consumer policy against workers, customers, citizens, affected communities, or ecological life. Public-interest advocacy is not penalized merely because it is lobbying. Range: -15 to 0.
-2

BC Partners's public parent-level model makes Policy Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • BC Partners's public parent-level model makes Policy Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines. [10]
Accountability Opacity
?
Material opacity, reputation laundering, or hidden accountability structures that prevent public accountability. Range: -2 to 0.
-2

BC Partners's public parent-level model makes Accountability Opacity directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • BC Partners's public parent-level model makes Accountability Opacity directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines. [11]
Identity Capture
?
Customer pressure, employee pressure, and pervasive identity saturation. Range: -3 to 0.
-1

BC Partners's public parent-level model makes Identity Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • BC Partners's public parent-level model makes Identity Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines. [12]
Ideological Disavowal
?
Concealed ideology presented as neutrality, expertise, professional necessity, public-service administration, market inevitability, or non-ideological common sense while exercising power. Range: -3 to 0.
-1

BC Partners's public parent-level model makes Ideological Disavowal directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Calibration notes

Comparative anchor: Parent and owner entities calibrated against listed subsidiaries, conglomerates, private-equity firms, public companies, and mission-locked alternatives.

Linked evidence
  • BC Partners's public parent-level model makes Ideological Disavowal directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines. [13]

Bonus Credits

No bonus credits applied in this version.

Confidence Basis

Confidence Basis

Confidence is computed from the evidence trail and review state, not typed into the profile by hand.

High 80/100

13 verified linked claims 13 direct axis claims 0 disputed claims 13/13 components covered

This confidence label measures the source-backed evidence trail. AI-scaffolded scores remain tentative until human review.

Claim confidence 17/20

13 verified linked claims

Source quality 10/18

Best source per verified claim, weighted by institutional reliability

Direct axis-specific claims 14/18

13 direct claims across 13 active components

Dispute load 12/12

0 disputed claims on this entity

Recency 10/10

Newest accepted timestamp: May 13, 2026

Reviewer status 7/12

Human-reviewed components score higher than AI scaffolding

Component coverage 10/10

13/13 evidence-bearing components have direct support

Evidence State

Evidence State

Profile stateAI draft / human-pending
VerificationUnverified
ConfidenceHigh confidence (AI)
ThoroughnessDeveloped (AI)
Correction routeUse “Challenge this rating” for factual errors, missing counterevidence, source problems, or calculation mistakes.
Company responseCompany representatives can submit source-backed corrections; payment never changes scores or reviewer authority.

Claims and Sources

Claims are the evidence record. Each claim needs a source link, axis category, status, confidence level, and timestamp before it can support a score.

* Tentative scaffolding score. Not human-checked or final.
1BC Partners is organized as the parent, owner, or controlling holding structure described in the linked public materials, not as a worker-, customer-, reader-, or public-governed institution.

Ownership Verified High confidence Human-reviewed

2BC Partners's public structure concentrates binding control in shareholders, family owners, funds, executives, or individual owners rather than the subsidiaries' workers, users, customers, or affected communities.

Governance Verified High confidence Human-reviewed

3BC Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale.

Extraction Verified High confidence Human-reviewed

4BC Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy.

Labor Sovereignty Verified High confidence Human-reviewed

5BC Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections.

Solidarity Unemployed Verified Medium confidence Human-reviewed

6BC Partners's public materials do not show a durable rule requiring parent owners or investors to absorb losses ahead of workers, customers, readers, users, or affected communities.

Loss Bearing Fidelity Verified Medium confidence Human-reviewed

7BC Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies.

Market Conduct Verified High confidence Human-reviewed

8BC Partners's controlled businesses include products or services with real public or consumer utility, but that utility is filtered through parent-level control and monetization incentives.

Product Integrity Verified High confidence Human-reviewed

9BC Partners's scale makes parent-level decisions consequential for many people across subsidiaries, portfolio companies, customers, workers, or public institutions.

Scale Integrity Verified High confidence Human-reviewed

10BC Partners's public parent-level model makes Policy Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Policy Capture Verified Medium confidence Human-reviewed

11BC Partners's public parent-level model makes Accountability Opacity directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Accountability Opacity Verified Medium confidence Human-reviewed

12BC Partners's public parent-level model makes Identity Capture directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Identity Capture Verified Medium confidence Human-reviewed

13BC Partners's public parent-level model makes Ideological Disavowal directly relevant through owner dependence, investor control, policy influence, data power, product externalities, identity pressure, opacity, or harmful subsidiary business lines.

Ideological Disavowal Verified Medium confidence Human-reviewed

Alternatives

AGOOD55 tentative score HOPE Credit Union community development credit union · United States AGOOD55 tentative score Self-Help Credit Union community development credit union · United States AGOOD54 tentative score The Institute of Student Loan Advisors nonprofit free student-loan advice organization · United States AGOOD53 tentative score Clean Energy Credit Union federally chartered credit union · United States AGOOD53 tentative score National Foundation for Credit Counseling nonprofit credit-counseling network · United States

Competitors

DEXTRACTIVE7 tentative score Sycamore Partners private-equity firm · same market DEXTRACTIVE7 tentative score TPG public alternative asset manager · same market DEXTRACTIVE6 tentative score JAB Holding Company private investment holding company · same market DEXTRACTIVE5 tentative score KKR public private-equity and investment firm · same market DEXTRACTIVE4 tentative score Roark Capital private-equity firm · same market DEXTRACTIVE1 tentative score Berkshire Hathaway public conglomerate and holding company · same market AGOOD55 tentative score HOPE Credit Union community development credit union · United States AGOOD55 tentative score Self-Help Credit Union community development credit union · United States

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