Dr. Duah is a Harvard-trained business executive focused on private equity growth strategies, innovation, mergers and acquisitions, alternative investments, and organizational leadership. He currently serves as Founder, Managing Director, and Investment Committee Chair at Six One Bravo Capital Group, where he leads the firm's growth, strategic direction, and investment decisions, and is responsible for ensuring investment operations remain grounded in discipline, diligence, and boldness. Prior to founding Six One Bravo Capital Group, Dr. Duah spent 15 years as a senior healthcare executive across various industry segments, where he oversaw strategy, product innovation, and investment analysis for organizations of varying sizes. For nearly a decade, he served as Founder and President of an independent management and advisory firm that helped small and medium sized companies transform operations through strategic management, operational efficiency, financial planning, and project management.
Dr. Duah is board-certified in healthcare administration as a Fellow of the American College of Healthcare Executives. He previously served as an Advisor to the National Association of Home Healthcare and Hospice on diversity, equity, and inclusion, and currently serves as President of the Hannah A. Sarpong Family Foundation, a private nonprofit that supports healthcare, primary education, and other socioeconomic programs in Ghana.
Dr. Duah holds an ALM in Business Management from Harvard University; a PhD in Law and Public Policy from Northeastern University; an MA in International Development from the University of Denver, and a BS in Political Science and English Literature from Manchester University.
Additionally, Dr. Duah holds certifications in Business Fundamentals (Harvard Business School); Corporate Finance (Columbia Business School); Strategic Management (Harvard Extension School); and Supply Chain Dynamics (MIT).
Founder and Managing Partner
Six One Bravo Capital Group, LLC
Manager selection is one of the most important decisions for private equity allocators. Given the strong correlation between manager experience and fund performance, it is not surprising that allocators typically prefer to re-allocate to existing managers. However, emerging managers present exceptional value and are widely acknowledged to outperform larger, existing managers. In this discussion, we explore the opportunity cost for private equity allocators who persistently marginalize emerging managers in their allocation strategies.
A Harvard-trained business executive with extensive background in alternative investments.