Navigating Success: Shannan Carr

Thought-Leadership Insight with Shannan Carr

We caught up with Shannan Carr – current Group Leader at CORA Group, to talk about her career progression, vertical market software (VMS) expertise, our Jonas ABC’s, M&A thought leadership and much more. Read all the insights in this interview.

Background & Career

What Was Your Career Background Prior to Joining Jonas?

I started my career as an auditor with a local accounting firm in Pennsylvania. I spent 20 years auditing with a focus on the construction industry. I also created and implemented a new hire training program for all new staff accountants.

I then joined Viewpoint as a technical trainer. I created and implemented training programs for existing customers on all Viewpoint products.

Can You Describe Your Career Progression Since Joining the Team?

At Jonas, each role I’ve held gave me a new lens on how software enables business success — from user adoption to enterprise implementation. I’ve always sought opportunities to stretch beyond my comfort zone, whether that was tackling process improvement challenges or leading teams through transformation. That mindset of continuous learning and collaboration led me into leadership roles, and ultimately to CORA Group, where I now help guide a portfolio of vertical market software companies toward sustainable growth.

As Group Leader, I oversee the following portfolios:

Were There Any Experiences You Gained Through Working with Jonas Construction That Allowed For a Successful Career Transition Into Group Leader?

My time at Jonas Construction provided a breadth of experience that was critical in preparing me for a Group Leader role. Leading Professional Services exposed me to the full lifecycle of the business — from customer acquisition and implementation to long-term retention and operational scalability. That perspective helped me understand how decisions in one area of the organization ripple across the rest of the business.

I also had the opportunity to work closely with product, sales, finance, and executive leadership, which strengthened my ability to think holistically and balance competing priorities. Just as importantly, Jonas fostered an environment where I could learn from experienced leaders, receive candid feedback, and take on increasing levels of responsibility. Those experiences built both the operational foundation and leadership confidence needed to successfully support and advise multiple businesses as a Group Leader.

View our Construction Vertical

“Jonas fostered an environment where I could learn from experienced leaders, receive candid feedback, and take on increasing levels of responsibility.”

What About Jonas Kept You Engaged in the Work Here and Willing to Continue Your Career With the Company?

I continue to work at Jonas because of the people and the purpose. I’m surrounded by thoughtful, high-caliber leaders who are deeply committed to helping others succeed — not just financially, but professionally and personally. There is a genuine culture of mentorship and trust, where experience is shared openly and leaders are encouraged to think long-term.

Jonas also provides the opportunity to keep growing. The business model allows you to take on new challenges, expand your perspective, and make a meaningful impact across different companies and teams, while staying grounded in a consistent set of values. For me, it’s incredibly motivating to be part of an organization that values stability, autonomy, and continuous learning, and that measures success by the outcomes we help others achieve.

Industry & Leadership Insight

In Your Opinion, What Makes Jonas a Great Home For Vertical Market Software Companies?

CORA Group and Jonas partner with companies in a genuinely supportive way — grounded in a buy-and-hold philosophy that respects the unique identity of each business while providing strategic tools for growth. This model creates stability for teams and customers alike, and it fosters an environment where leaders can think long-term about product innovation, talent development, and operational excellence.

What truly differentiates Jonas, though, is the caliber of people across the organization. There is a deep bench of experienced operators, functional leaders, and advisors who are genuinely invested in helping others succeed. The goal is never to impose a one-size-fits-all playbook, but to share hard-earned experience, challenge thinking, and support leaders as they build what’s right for their business. That collective mindset — focused on mentorship, partnership, and long-term value creation — is what makes this an exceptional home for vertical market software companies.

What are the Most Important Leadership Qualities Needed to Succeed in Vertical Market Software Today?

Empathy, curiosity, and decisiveness. Leaders need to understand the realities their teams and customers face, be curious about new ways of solving problems, and make thoughtful decisions anchored in both data and experience. Especially in VMS, where domain nuance matters, cultivating a culture of collaboration and shared purpose accelerates success.

“What truly differentiates Jonas, though, is the caliber of people across the organization. There is a deep bench of experienced operators, functional leaders, and advisors who are genuinely invested in helping others succeed.”

M&A Strategy

How Does Jonas Set Up Our Acquired Companies For Success?

We believe in partnership before process. First, we build trust by meeting teams face-to-face and understanding their business deeply. We benchmark where they are, align on value drivers, and then introduce frameworks that support their unique journey without eroding culture or autonomy. This approach helps ease transition challenges and accelerates value creation for both employees and customers.

What Do You See As the Most Critical Factors For Successful M&A Transactions in the Software Space?

Successful M&A in the software space starts with alignment — alignment on values, long-term goals, and what success looks like beyond the transaction itself. Organizations like Jonas have shown that a buy-and-hold mindset, combined with respect for the existing business, creates the conditions for sustainable growth rather than short-term optimization.

Equally critical is leadership continuity and trust. Retaining and empowering the management team ensures domain knowledge is preserved and customers experience stability. From there, success depends on thoughtful integration — not forcing change, but introducing proven frameworks, peer networks, and operational support at the right pace.

Finally, strong communication and patience are essential. Software businesses thrive when leaders are given time and space to evolve, supported by experienced operators who share lessons learned. When M&A is approached as a long-term partnership rather than a transaction, it consistently delivers the strongest outcomes for employees, customers, and shareholders alike.

What’s an Example of a Past Acquisition That Delivered Unexpected Value or Lessons?

One of the most important lessons I’ve learned during an acquisition is the value of transparency and clearly communicating the why behind change. Even well-intentioned decisions can create uncertainty if people don’t understand the reasoning or the outcomes those changes are meant to drive.

When leaders take the time to explain not just what is changing, but why it matters — how it supports the long-term health of the business, customers, and employees — it builds trust and reduces resistance. Transparency creates space for dialogue, questions, and alignment, which ultimately accelerates adoption and strengthens culture. In my experience, acquisitions are most successful when people feel informed, respected, and included in the journey forward.

“Successful M&A in the software space starts with alignment — alignment on values, long-term goals, and what success looks like beyond the transaction itself.”

What Would You Say to a Business Owner Who is Thinking of Selling?

Do it with intentionality and a clear understanding of what success looks like for you — personally and for your team. Selling is not just a financial decision; it’s about legacy, opportunity for your people, and long-term impact on your customers. Seek partners who are committed to growth, stability, and alignment with your core values.

What’s a Key Lesson You’ve Learned From Scaling a Software Company That You Wish You Had Known Earlier?

One of the biggest lessons I’ve learned is that scaling is ultimately about people, not just growth metrics. As organizations grow, teams need clarity — on roles, expectations, and how their work connects to the bigger picture. What works in a small, fast-moving environment doesn’t automatically scale, and without intentional communication and support, even strong teams can feel overwhelmed. Investing early in leadership development, clear processes, and transparent communication helps people grow alongside the business, preserves culture, and creates the stability needed for sustainable, long-term success.

Future Outlook

What Makes You Excited About the Future of Jonas?

I’m energized by the opportunity for people to grow — whether it’s helping leaders expand their strategic influence or enabling emerging talent to tackle new challenges. As the software landscape evolves, so do the ways we can empower teams, innovate in product delivery, and deliver extraordinary value for customers.