Sycamore Partners

private-equity firm

Sycamore Partners

Industry Finance

A private-equity firm focused on consumer, distribution, and retail investments, including Staples. The model can keep distressed retailers operating, but control is fund-centered and structurally oriented toward investor returns rather than customers, workers, or communities.

Why this matters: Staples' score should reflect private-equity ownership, not only the office-supply retail interface.

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

Sycamore 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
  • Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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]
  • Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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]
  • Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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]
  • Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • Sycamore 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 Sycamore 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

Sycamore 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 Sycamore 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 Sycamore 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 Sycamore Partners controls or benefits from subsidiary, portfolio, platform, media, retail, insurance, finance, or franchise economics at parent scale. [3]
  • context Sycamore Partners's public ownership model does not give ordinary workers across controlled subsidiaries binding democratic authority over parent strategy. [4]
  • context Sycamore Partners's parent-level structure creates ordinary corporate, investment, platform, or franchise exposure to layoffs, restructuring, divestitures, or weak exit protections. [5]
  • context Sycamore 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 Sycamore Partners's parent position gives it market, platform, brand, portfolio, distribution, data, or financing power over ordinary customers or subsidiary constituencies. [7]
  • context Sycamore 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]
  • Sycamore 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

Sycamore 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
  • Sycamore 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

Sycamore 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
  • Sycamore 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

Sycamore 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
  • Sycamore 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

Sycamore 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
  • Sycamore 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.
1Sycamore 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

2Sycamore 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

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

Extraction Verified High confidence Human-reviewed

4Sycamore 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

5Sycamore 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

6Sycamore 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

7Sycamore 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

8Sycamore 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

9Sycamore 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

10Sycamore 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

11Sycamore 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

12Sycamore 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

13Sycamore 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 BC 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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