<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">STOP HIRING ON HOPE: THE OFFER LETTER SHOULD ENABLE DUE DILIGENCE, NOT BYPASS IT</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Private Equity hiring is high stakes. One wrong executive hire doesn&rsquo;t just cost salary and fees &mdash; it burns time, distracts the board, destabilises the team, and can destroy value creation momentum.</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Yet most PE firms and portfolio companies still make the same structural mistake:</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">They blur the line between <strong>an offer</strong> and <strong>a contract</strong>.</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">That&rsquo;s how you end up &ldquo;committed&rdquo; before you&rsquo;ve done proper due diligence.</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Raw Selection has created a <strong>template conditional offer letter</strong> designed specifically for Private Equity and PE-backed businesses. The goal is simple:</span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Separate the offer from the employment contract</span></strong></li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Make the offer conditional on robust pre-employment due diligence</span></strong></li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Give you the ability to run effective DD on every candidate &mdash; without legal ambiguity and without sloppy backtracking</span></strong></li>
</ul>
<p class="MsoNormal"><span style="font-size: 11.0pt;">This isn&rsquo;t admin. It&rsquo;s risk control.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">WHY SEPARATING THE OFFER FROM THE CONTRACT MATTERS</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">A conditional offer letter should do three things:</span></p>
<ol style="margin-top: 0cm;" start="1" type="1">
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Lock intent</span></strong></li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Everyone knows the role, start date intent, and headline terms.</span></li>
</ul>
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Protect the business</span></strong></li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">You are not legally bound into employment terms while checks are outstanding.</span></li>
</ul>
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Enable proper diligence</span></strong></li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">It creates the structure to verify the person you think you&rsquo;re hiring is the person you&rsquo;re actually hiring.</span></li>
</ul>
</ol>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Too many companies rush to &ldquo;get it signed&rdquo; and then treat diligence as an afterthought. That&rsquo;s backwards. In PE, diligence is the whole game &mdash; and it shouldn&rsquo;t stop at the investment.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">THE DUE DILIGENCE EVERY PE FIRM SHOULD RUN (WHERE LAWFUL AND APPROPRIATE)</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">If you&rsquo;re hiring a CEO, CFO, COO, VP, or any leader with influence over money, people, customers, compliance, or systems &mdash; this should be standard.</span></p>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">This offer is made subject to the following conditions:</span></strong></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Receipt of three satisfactory references from previous line managers or company directors/executives;</span></strong></li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">We may contact previous employers and other organisations with which you have worked, including individuals who can verify your work history and performance. Your current employer will not be contacted without your express written consent.</span></strong></li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Completion of all necessary pre-employment background checks, which may include:</span></strong></li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Verification of identity and right to work in the US;</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Confirmation of employment history and qualifications;</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Criminal record checks (where lawful and proportionate to the duties of the role);</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Credit and financial checks (where relevant to the role);</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Directorship, conflict of interest and business registries checks;</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Review of publicly available professional information (e.g. LinkedIn, online registers).</span></li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Drug and alcohol employment checks</span></li>
</ul>
</ul>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">My view: if you aren&rsquo;t doing this, you&rsquo;re gambling.</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">And the biggest irony is this: the more &ldquo;impressive&rdquo; the candidate, the more disciplined you should be. Senior executives are better at telling a story. Diligence is how you separate story from substance.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">&ldquo;BACKDOOR REFERENCES&rdquo; ARE NOT OPTIONAL &mdash; THEY&rsquo;RE THE POINT</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Provided references are table stakes. They&rsquo;re curated.</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">The real insight comes from:</span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">former peers</span></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">former direct reports</span></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">cross-functional stakeholders</span></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">customers / suppliers (where appropriate)</span></li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">prior board members and investors (where feasible)</span></li>
</ul>
<p class="MsoNormal"><span style="font-size: 11.0pt;">That&rsquo;s where you find out:</span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">what they&rsquo;re actually like under pressure</span></li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">whether they build talent or churn it</span></li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">whether they own mistakes or spin them</span></li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">whether they can operate in a high-accountability environment (i.e., PE)</span></li>
</ul>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Your offer letter needs to give you the permission and structure to do this <strong>properly</strong>, while still protecting the candidate&rsquo;s current employment situation.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">WHAT THIS TEMPLATE DOES DIFFERENTLY</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Most templates fail because they&rsquo;re generic HR documents. This one is built for PE reality:</span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Clear conditionality</span></strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">: no ambiguity that the offer depends on checks.</span></li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">DD baked into the process</span></strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">: references + verification + background checks are explicit.</span></li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Current employer protection</span></strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">: you can diligence properly without risking their current job.</span></li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;"><strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">Contract separation</span></strong><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">: the contract follows <em>after</em> satisfactory checks &mdash; not before.</span></li>
</ul>
<p class="MsoNormal"><span style="font-size: 11.0pt;">It&rsquo;s a simple change that stops a lot of expensive problems.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">THE STANDARD YOU SET HERE CHANGES WHO YOU ATTRACT</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">High performers respect high standards.</span></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">When your process includes structured diligence, it signals:</span></p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">you&rsquo;re serious</span></li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">you&rsquo;re professional</span></li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">you don&rsquo;t hire emotionally</span></li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;"><span style="font-size: 11.0pt; mso-fareast-font-family: 'Times New Roman';">you protect the asset</span></li>
</ul>
<p class="MsoNormal"><span style="font-size: 11.0pt;">That improves candidate quality over time because the wrong people don&rsquo;t like scrutiny. The right people expect it.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">DISCLAIMER</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">This blog and any referenced templates are provided for general informational purposes only and do not constitute legal advice. Employment, privacy, and background-check requirements vary by jurisdiction and depend on the role and the facts. You should obtain advice from qualified legal counsel before using or adapting any offer letter or due diligence process, and you should only conduct checks where lawful, proportionate, and appropriate.</span></p>
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
<p class="MsoNormal"><strong><span style="font-size: 11.0pt;">WANT THE TEMPLATE?</span></strong></p>
<p class="MsoNormal"><span style="font-size: 11.0pt;">Download Below.</span></p>

Template - Executive - Offer Letter

No scripts. No polish. Just the real challenges, wins, and decisions behind building a private equity search firm.

<h2 data-start="224" data-end="287"><span style="color: #e03e2d;">The Journey to &pound;10 Million</span></h2>
<p data-start="289" data-end="488">At Raw Selection, we work exclusively within private equity. Every day, we advise investors and portfolio companies on how to build leadership teams that scale value, manage risk, and drive outcomes.</p>
<p data-start="490" data-end="551">But behind the scenes, we are building a business of our own.</p>
<p data-start="553" data-end="794">This blog marks the start of something new: documenting Raw Selection&rsquo;s journey to &pound;10 million in revenue. Not as a vanity project, but as a transparent account of the wins, the losses, the constraints, and the lessons learned along the way.</p>
<h3 data-start="796" data-end="825"><span style="color: #e03e2d;">Why Document the Journey?</span></h3>
<p data-start="827" data-end="986">Private equity is built on data, discipline, and constant improvement. Yet many service providers operate behind closed doors, only showing the highlight reel.</p>
<p data-start="988" data-end="1015">We want to do the opposite.</p>
<p data-start="1017" data-end="1039">This journey is about:</p>
<ul data-start="1040" data-end="1327">
<li data-start="1040" data-end="1088">
<p data-start="1042" data-end="1088">Sharing what actually works (and what doesn&rsquo;t)</p>
</li>
<li data-start="1089" data-end="1174">
<p data-start="1091" data-end="1174">Holding ourselves accountable to the same standards we expect from leadership teams</p>
</li>
<li data-start="1175" data-end="1246">
<p data-start="1177" data-end="1246">Building a culture of execution, feedback, and continuous improvement</p>
</li>
<li data-start="1247" data-end="1327">
<p data-start="1249" data-end="1327">Creating long-term trust with our clients, candidates, and future team members</p>
</li>
</ul>
<p data-start="1329" data-end="1441">&pound;10 million is our first major milestone - not the destination, but a marker of scale, consistency, and quality.</p>
<h3 data-start="1443" data-end="1480"><span style="color: #e03e2d;">Working on the Biggest Constraint</span></h3>
<p data-start="1482" data-end="1682">One of the most important frameworks shaping how we run Raw Selection comes from the concept of constraints: identify the single biggest bottleneck in the business and focus relentlessly on fixing it.</p>
<p data-start="1684" data-end="1721">Last year, that constraint was clear.</p>
<p data-start="1723" data-end="1900">Our <strong data-start="1727" data-end="1756">search-to-placement ratio</strong> was too high. We were taking on too many searches that lacked urgency, clarity, or alignment and that diluted outcomes for everyone involved.</p>
<p data-start="1902" data-end="2002">At one point, it was taking <strong data-start="1930" data-end="1977">six to seven searches to make one placement</strong>. That wasn&rsquo;t acceptable.</p>
<p data-start="2004" data-end="2062">So we paused, refocused, and spent three months fixing it.</p>
<p data-start="2064" data-end="2070">Today:</p>
<ul data-start="2071" data-end="2237">
<li data-start="2071" data-end="2126">
<p data-start="2073" data-end="2126">We average <strong data-start="2084" data-end="2126">one placement for every three searches</strong></p>
</li>
<li data-start="2127" data-end="2180">
<p data-start="2129" data-end="2180">We are far more selective about the work we take on</p>
</li>
<li data-start="2181" data-end="2237">
<p data-start="2183" data-end="2237">Quality, urgency, and alignment now come before volume</p>
</li>
</ul>
<p data-start="2239" data-end="2309">That shift alone fundamentally changed the trajectory of the business.</p>
<h3 data-start="2311" data-end="2359"><span style="color: #e03e2d;">Constraint Two: Not Pitching Enough Business</span></h3>
<p data-start="2361" data-end="2424">The next bottleneck wasn&rsquo;t delivery - it was demand generation.</p>
<p data-start="2426" data-end="2610">For the first part of the year, we were pitching an average of <strong data-start="2489" data-end="2524">5.5 retained searches per month</strong>. The solution wasn&rsquo;t complicated: raise the standard and focus on volume with intent.</p>
<p data-start="2612" data-end="2634">We set a clear target:</p>
<ul data-start="2635" data-end="2670">
<li data-start="2635" data-end="2670">
<p data-start="2637" data-end="2670"><strong data-start="2637" data-end="2670">10 retainer pitches per month</strong></p>
</li>
</ul>
<p data-start="2672" data-end="2760">By focusing singularly on that metric, we not only hit it - we exceeded it. Every month.</p>
<p data-start="2762" data-end="2827">No complex strategy. Just discipline, measurement, and execution.</p>
<h3 data-start="2829" data-end="2889"><span style="color: #e03e2d;">Constraint Three: Hiring and Developing the Right People</span></h3>
<p data-start="2891" data-end="2960">As Raw Selection grows, the biggest lever for future scale is people.</p>
<p data-start="2962" data-end="2973">That means:</p>
<ul data-start="2974" data-end="3128">
<li data-start="2974" data-end="3004">
<p data-start="2976" data-end="3004">Hiring the right individuals</p>
</li>
<li data-start="3005" data-end="3041">
<p data-start="3007" data-end="3041">Setting clear expectations by role</p>
</li>
<li data-start="3042" data-end="3070">
<p data-start="3044" data-end="3070">Tracking the right metrics</p>
</li>
<li data-start="3071" data-end="3128">
<p data-start="3073" data-end="3128">Increasing the probability that every new hire succeeds</p>
</li>
</ul>
<p data-start="3130" data-end="3281">We&rsquo;ve broken down performance metrics by job function - research, sales, and business development - so expectations are explicit, measurable, and fair.</p>
<p data-start="3283" data-end="3422">Every week, I sit down one-to-one with my direct reports. Quarterly, I do the same with everyone in the business. Feedback flows both ways.</p>
<p data-start="3424" data-end="3505">This isn&rsquo;t about micromanagement. It&rsquo;s about clarity, growth, and accountability.</p>
<p data-start="3507" data-end="3754">One recent example was celebrating a promotion to Principal - alongside the largest single-contributor revenue month in Raw Selection&rsquo;s history. That moment didn&rsquo;t happen by accident; it was the result of consistent standards and sustained effort.</p>
<h3 data-start="3756" data-end="3786"><span style="color: #e03e2d;">Discipline Over Motivation</span></h3>
<p data-start="3788" data-end="3884">One of the recurring themes on this journey is the difference between motivation and discipline.</p>
<p data-start="3886" data-end="3932">Motivation comes and goes. Discipline doesn&rsquo;t.</p>
<p data-start="3934" data-end="4101">There are plenty of days where it would be easier to slow down - to watch the rugby, switch off earlier, or push something to next week. But every decision has a cost.</p>
<p data-start="4103" data-end="4128">For us, discipline means:</p>
<ul data-start="4129" data-end="4322">
<li data-start="4129" data-end="4184">
<p data-start="4131" data-end="4184">Protecting performance today so Monday doesn&rsquo;t suffer</p>
</li>
<li data-start="4185" data-end="4241">
<p data-start="4187" data-end="4241">Making short-term trade-offs for long-term consistency</p>
</li>
<li data-start="4242" data-end="4322">
<p data-start="4244" data-end="4322">Setting a new personal and professional baseline and never slipping below it</p>
</li>
</ul>
<p data-start="4324" data-end="4357">That mindset compounds over time.</p>
<h3 data-start="4359" data-end="4417"><span style="color: #e03e2d;">Making Hiring a Business Problem, Not a Hiring Problem</span></h3>
<p data-start="4419" data-end="4582">One insight that comes up repeatedly in client conversations is this: companies often think they have a hiring problem, when they actually have a business problem.</p>
<p data-start="4584" data-end="4630">A vague brief usually reflects a deeper issue:</p>
<ul data-start="4631" data-end="4729">
<li data-start="4631" data-end="4648">
<p data-start="4633" data-end="4648">Margin pressure</p>
</li>
<li data-start="4649" data-end="4671">
<p data-start="4651" data-end="4671">Poor cost visibility</p>
</li>
<li data-start="4672" data-end="4700">
<p data-start="4674" data-end="4700">Operational inefficiencies</p>
</li>
<li data-start="4701" data-end="4729">
<p data-start="4703" data-end="4729">Lack of leadership clarity</p>
</li>
</ul>
<p data-start="4731" data-end="4859">Our role is to get underneath the job title and diagnose the real problem - then design a leadership solution that addresses it.</p>
<p data-start="4861" data-end="4923">That approach is central to how we &ldquo;de-risk&rdquo; executive search:</p>
<ul data-start="4924" data-end="5032">
<li data-start="4924" data-end="4946">
<p data-start="4926" data-end="4946">Refundable retainers</p>
</li>
<li data-start="4947" data-end="4968">
<p data-start="4949" data-end="4968">Clear qualification</p>
</li>
<li data-start="4969" data-end="4989">
<p data-start="4971" data-end="4989">Total transparency</p>
</li>
<li data-start="4990" data-end="5032">
<p data-start="4992" data-end="5032">Accountability on outcomes, not activity</p>
</li>
</ul>
<h3 data-start="5034" data-end="5079"><span style="color: #e03e2d;">The Founder&rsquo;s Role as the Business Scales</span></h3>
<p data-start="5081" data-end="5228">A recent conversation with a non-executive director challenged a common narrative: that founders should get &ldquo;off the tools&rdquo; as quickly as possible.</p>
<p data-start="5230" data-end="5271">In our case, the advice was the opposite.</p>
<p data-start="5273" data-end="5319">To scale effectively, I need to stay close to:</p>
<ol data-start="5320" data-end="5562">
<li data-start="5320" data-end="5390">
<p data-start="5323" data-end="5390"><strong data-start="5323" data-end="5343">The sales engine</strong> - refining how we qualify, pitch, and win work</p>
</li>
<li data-start="5391" data-end="5480">
<p data-start="5394" data-end="5480"><strong data-start="5394" data-end="5420">The mission and vision</strong> - ensuring everyone understands what we&rsquo;re building and why</p>
</li>
<li data-start="5481" data-end="5562">
<p data-start="5484" data-end="5562"><strong data-start="5484" data-end="5494">Hiring</strong> - attracting and developing top graduates and experienced operators</p>
</li>
</ol>
<p data-start="5564" data-end="5644">Those three areas will define whether Raw Selection scales sustainably - or not.</p>
<h3 data-start="5646" data-end="5664"><span style="color: #e03e2d;">The Road Ahead</span></h3>
<p data-start="5666" data-end="5770">This journey won&rsquo;t be linear. There will be setbacks, missteps, and uncomfortable lessons along the way.</p>
<p data-start="5772" data-end="5793">But that&rsquo;s the point.</p>
<p data-start="5795" data-end="5908">If we expect portfolio companies to operate with clarity, discipline, and accountability, we have to do the same.</p>
<p data-start="5910" data-end="5988">This is Raw Selection - building toward &pound;10 million, one constraint at a time.</p>
<p data-start="5910" data-end="5988">&nbsp;</p>
<p data-start="5910" data-end="5988"><a href="https://youtu.be/cSRZJzbYaBE?si=KX63i8u6GQu9VfdS" target="_blank" rel="noopener"><strong>Watch The Full Episode Here</strong></a></p>
<p data-start="5910" data-end="5988">&nbsp;</p>

The Journey to £10 Million

<p data-start="256" data-end="472">If you&rsquo;re a CFO in a Private Equity&ndash;backed business considering your next step, here&rsquo;s the reality: <strong data-start="356" data-end="470">PE firms don&rsquo;t hire CFOs to &ldquo;run the numbers&rdquo; &mdash; they hire CFOs who can transform businesses and deliver exits.</strong></p>
<p data-start="474" data-end="721">Most CFO resumes read like accounting job descriptions. That&rsquo;s a mistake. Sponsors aren&rsquo;t looking for bookkeepers &mdash; they want strategic finance leaders who can drive growth, professionalise systems, and lead a company through diligence and sale.</p>
<h3 data-start="723" data-end="756">What PE Firms Expect to See</h3>
<ul data-start="757" data-end="1502">
<li data-start="757" data-end="930">
<p data-start="759" data-end="930"><strong data-start="759" data-end="796">Revenue Growth &amp; Margin Expansion</strong> &ndash; Show how finance supported commercial success. Did you drive pricing discipline, control leakage, or leverage SG&amp;A? Spell it out.</p>
</li>
<li data-start="931" data-end="1068">
<p data-start="933" data-end="1068"><strong data-start="933" data-end="951">M&amp;A Experience</strong> &ndash; Detail how many acquisitions, your role in diligence, integration, and system migration. Timeline speed matters.</p>
</li>
<li data-start="1069" data-end="1223">
<p data-start="1071" data-end="1223"><strong data-start="1071" data-end="1097">Finance Transformation</strong> &ndash; ERP implementations, building finance teams, moving from cash to accrual, improving close cycles. Show your fingerprints.</p>
</li>
<li data-start="1224" data-end="1372">
<p data-start="1226" data-end="1372"><strong data-start="1226" data-end="1255">Debt &amp; Capital Management</strong> &ndash; Lender negotiations, covenant resets, refinancing, debt reduction. These are critical in leveraged environments.</p>
</li>
<li data-start="1373" data-end="1502">
<p data-start="1375" data-end="1502"><strong data-start="1375" data-end="1394">Exit Leadership</strong> &ndash; CIM prep, diligence, banker Q&amp;A, management presentations. Have you quarterbacked an exit? That&rsquo;s gold.</p>
</li>
</ul>
<h3 data-start="1504" data-end="1562">The Difference Between Winning and Losing Candidates</h3>
<p data-start="1563" data-end="1699">Weak CFO resumes list tasks.<br data-start="1591" data-end="1594">Winning CFO resumes show <strong data-start="1619" data-end="1651">how you created equity value</strong> &mdash; with numbers, multiples, and exit outcomes.</p>
<hr data-start="1701" data-end="1704">
<h2 data-start="1706" data-end="1738">Examples of How to Write It</h2>
<h3 data-start="1740" data-end="1780">Example 1: Industrial Services CFO</h3>
<p data-start="1781" data-end="2040"><strong data-start="1781" data-end="1864">Chief Financial Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2022</strong><br data-start="1864" data-end="1867">CFO of a $180M NDT and inspection platform serving clients including SpaceX, Disney, and major refineries. Oversaw 25 U.S. sites, scaling revenue, margins, and exit value.</p>
<ul data-start="2041" data-end="2636">
<li data-start="2041" data-end="2143">
<p data-start="2043" data-end="2143">Revenue Growth: $180M &rarr; $328M via contracts, capital projects ($10M&ndash;$30M), and tuck-in acquisition</p>
</li>
<li data-start="2144" data-end="2234">
<p data-start="2146" data-end="2234">EBITDA Growth: $8.5M &rarr; $42M by leveraging SG&amp;A, controlling leakage, improving pricing</p>
</li>
<li data-start="2235" data-end="2320">
<p data-start="2237" data-end="2320">M&amp;A: $61M tuck-in adding drone inspection capabilities and new customer verticals</p>
</li>
<li data-start="2321" data-end="2423">
<p data-start="2323" data-end="2423">Finance Transformation: Overhauled ERP and reporting; strengthened forecasting and working capital</p>
</li>
<li data-start="2424" data-end="2520">
<p data-start="2426" data-end="2520">Debt Management: Renegotiated non-compliant $80M debt covenants, restoring lender confidence</p>
</li>
<li data-start="2521" data-end="2636">
<p data-start="2523" data-end="2636"><strong data-start="2523" data-end="2532">Exit:</strong> Led successful PE-to-PE sale at 8x EBITDA in 2022; quarterbacked CIM, diligence, and buyer engagement</p>
</li>
</ul>
<hr data-start="2638" data-end="2641">
<h3 data-start="2643" data-end="2693">Example 2: National Restoration Services CFO</h3>
<p data-start="2694" data-end="2918"><strong data-start="2694" data-end="2777">Chief Financial Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2024</strong><br data-start="2777" data-end="2780">Built and scaled a fragmented platform from $50M &rarr; $310M revenue, executing 15 acquisitions and preparing the business for a $700M exit.</p>
<ul data-start="2919" data-end="3510">
<li data-start="2919" data-end="3025">
<p data-start="2921" data-end="3025">Revenue Growth: $50M &rarr; $310M (70% M&amp;A / 30% organic); expanded into reconstruction, biohazard, roofing</p>
</li>
<li data-start="3026" data-end="3126">
<p data-start="3028" data-end="3126">EBITDA Growth: 17% &rarr; 23% margin | $9M &rarr; $48M EBITDA through SG&amp;A leverage and pricing discipline</p>
</li>
<li data-start="3127" data-end="3218">
<p data-start="3129" data-end="3218">M&amp;A: 15 acquisitions integrated in 45&ndash;120 days; migrated all to Sage Intacct + Power BI</p>
</li>
<li data-start="3219" data-end="3356">
<p data-start="3221" data-end="3356">Finance Transformation: Built finance org from scratch; implemented ERP, moved to accrual accounting, standardised payroll/compliance</p>
</li>
<li data-start="3357" data-end="3510">
<p data-start="3359" data-end="3510">Exit Leadership: Ran full exit process; prepared CIM, diligence, and financial transparency, delivering a 15x EBITDA / 13x MOIC exit valued at $700M+</p>
</li>
</ul>
<hr data-start="3512" data-end="3515">
<h3 data-start="3517" data-end="3533">Final Word</h3>
<p data-start="3534" data-end="3791">Your resume isn&rsquo;t about reporting numbers &mdash; it&rsquo;s about showing how you built equity value. If you can prove revenue growth, EBITDA expansion, M&amp;A integration, finance transformation, and exit readiness, you&rsquo;ll stand out from every other CFO in the market.</p>
<p data-start="3534" data-end="3791">If you&rsquo;re considering your next CFO role in Private Equity or looking to hire a proven finance leader for your portfolio, we treat every search with full confidentiality.</p>
<p data-start="3534" data-end="3791"><br data-start="3989" data-end="3992">Reach out in confidence to<strong> Alex Rawlings: <a class="decorated-link cursor-pointer" rel="noopener" data-start="4034" data-end="4065">alex.rawlings@raw-selection.com</a>&nbsp;</strong></p>

Resume Advice for CFOs in Private Equity: How to Stand Out

<p data-start="225" data-end="457">If you&rsquo;re a COO in a Private Equity&ndash;backed business and considering your next step, know this: <strong data-start="320" data-end="455">PE firms don&rsquo;t hire COOs for keeping the lights on &mdash; they hire COOs who scale platforms, integrate acquisitions, and deliver exits.</strong></p>
<p data-start="459" data-end="698">Too many COO resumes read like operations job descriptions. That&rsquo;s a wasted opportunity. Sponsors want operators who can show they&rsquo;ve professionalised businesses, expanded capacity, and built infrastructure that underpins value creation.</p>
<h3 data-start="700" data-end="733">What PE Firms Expect to See</h3>
<ul data-start="734" data-end="1554">
<li data-start="734" data-end="891">
<p data-start="736" data-end="891"><strong data-start="736" data-end="763">Revenue &amp; Margin Growth</strong> &ndash; How did you scale operations without losing profitability? Show revenue expansion alongside margin protection or accretion.</p>
</li>
<li data-start="892" data-end="1075">
<p data-start="894" data-end="1075"><strong data-start="894" data-end="924">Operational Transformation</strong> &ndash; Did you implement ERP, introduce shared services, or standardise KPIs? This proves you can take a company from founder-led to institutional-grade.</p>
</li>
<li data-start="1076" data-end="1232">
<p data-start="1078" data-end="1232"><strong data-start="1078" data-end="1095">M&amp;A Execution</strong> &ndash; Sponsors lean on COOs to integrate acquisitions. Detail how many you&rsquo;ve done, how fast, and the impact on cost synergies and growth.</p>
</li>
<li data-start="1233" data-end="1381">
<p data-start="1235" data-end="1381"><strong data-start="1235" data-end="1255">Market Expansion</strong> &ndash; Greenfield launches, geographic expansions, or new service lines &mdash; highlight the operational mechanics behind the growth.</p>
</li>
<li data-start="1382" data-end="1554">
<p data-start="1384" data-end="1554"><strong data-start="1384" data-end="1403">Exit Leadership</strong> &ndash; COOs who have sat at the table during diligence, CIM prep, and buyer meetings stand out. This is one of the most valuable experiences to document.</p>
</li>
</ul>
<h3 data-start="1556" data-end="1614">The Difference Between Winning and Losing Candidates</h3>
<p data-start="1615" data-end="1814">Weak COO resumes list responsibilities.<br data-start="1654" data-end="1657">Winning COO resumes demonstrate <strong data-start="1689" data-end="1708">scalable impact</strong>: revenue doubled, margins preserved, acquisitions integrated, systems implemented, and exits delivered.</p>
<hr data-start="1816" data-end="1819">
<h2 data-start="1821" data-end="1853">Examples of How to Write It</h2>
<h3 data-start="1855" data-end="1901">Example 1: Residential HVAC Services COO</h3>
<p data-start="1902" data-end="2178"><strong data-start="1902" data-end="1985">Chief Operating Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2024</strong><br data-start="1985" data-end="1988">COO of a $270M residential services platform with 1,300 employees. Partnered with sponsor to expand into plumbing, electrical, and new service lines, while preparing the business for exit.</p>
<ul data-start="2179" data-end="3096">
<li data-start="2179" data-end="2282">
<p data-start="2181" data-end="2282">Revenue Growth: $85M &rarr; $270M across HVAC (60%), plumbing (25%), electrical (10%), and new verticals</p>
</li>
<li data-start="2283" data-end="2451">
<p data-start="2285" data-end="2451">EBITDA: Maintained 18&ndash;20% margins while scaling aggressively; captured EBITDA accretion via vendor renegotiations, fleet/logistics optimisation, and SG&amp;A discipline</p>
</li>
<li data-start="2452" data-end="2600">
<p data-start="2454" data-end="2600">Operational Improvements: Grew maintenance agreements to 200,000+, launched online scheduling, and added upsell campaigns lifting lead flow +25%</p>
</li>
<li data-start="2601" data-end="2715">
<p data-start="2603" data-end="2715">New Services: Introduced generator sales (Generac dealer) and water treatment, boosting cross-sell penetration</p>
</li>
<li data-start="2716" data-end="2852">
<p data-start="2718" data-end="2852">Market Expansion &amp; M&amp;A: Opened new metro projected at $32M run-rate revenue; integrated acquisitions without disrupting brand equity</p>
</li>
<li data-start="2853" data-end="2976">
<p data-start="2855" data-end="2976">Leadership: Recruited senior VPs across HVAC, plumbing, and electrical; revamped recruiting/training to sustain scaling</p>
</li>
<li data-start="2977" data-end="3096">
<p data-start="2979" data-end="3096"><strong data-start="2979" data-end="2988">Exit:</strong> Led diligence, CIM prep, management presentations, and integration readiness. Business sold at 15x EBITDA</p>
</li>
</ul>
<hr data-start="3098" data-end="3101">
<h3 data-start="3103" data-end="3160">Example 2: Global Tools &amp; Equipment Distributor COO</h3>
<p data-start="3161" data-end="3453"><strong data-start="3161" data-end="3244">Chief Operating Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2006 &ndash; 2022</strong><br data-start="3244" data-end="3247">Promoted to COO after leading M&amp;A and operations during rapid scale-up. Partnered with two PE sponsors, executed 13 acquisitions, and transitioned company from founder-led to institutional-grade platform.</p>
<ul data-start="3454" data-end="4193">
<li data-start="3454" data-end="3597">
<p data-start="3456" data-end="3597">Revenue Growth: $140M &rarr; $500M (50% organic, 50% M&amp;A); organic growth via national accounts, catalog expansion, e-commerce, and Europe entry</p>
</li>
<li data-start="3598" data-end="3737">
<p data-start="3600" data-end="3737">EBITDA Growth: $8M &rarr; $36M by automating inventory, rationalising distribution, applying Lean logistics, and leveraging supplier rebates</p>
</li>
<li data-start="3738" data-end="3851">
<p data-start="3740" data-end="3851">M&amp;A Execution: 13 acquisitions integrated with ERP and shared services; captured synergies in finance, IT, HR</p>
</li>
<li data-start="3852" data-end="4020">
<p data-start="3854" data-end="4020">Operational Excellence: Implemented enterprise ERP, standardised KPIs, automated demand planning, and built leadership bench across supply chain, sales, and finance</p>
</li>
<li data-start="4021" data-end="4193">
<p data-start="4023" data-end="4035"><strong data-start="4023" data-end="4033">Exits:</strong></p>
<ul data-start="4039" data-end="4193">
<li data-start="4039" data-end="4114">
<p data-start="4041" data-end="4114">8.7x EBITDA sale from founder to PE sponsor; promoted to COO post-close</p>
</li>
<li data-start="4118" data-end="4193">
<p data-start="4120" data-end="4193">13x EBITDA PE-to-PE exit; led CIM prep, diligence, and buyer engagement</p>
</li>
</ul>
</li>
</ul>
<hr data-start="4195" data-end="4198">
<h3 data-start="4200" data-end="4216">Final Word</h3>
<p data-start="4217" data-end="4532">Your resume isn&rsquo;t about listing operational duties &mdash; it&rsquo;s about showing how you scaled, professionalised, and integrated businesses to create equity value. PE firms want to see that you can build infrastructure, sustain margins at scale, and sit at the table during exit. That&rsquo;s what makes a COO resume stand out.</p>
<p data-start="4217" data-end="4532">If you&rsquo;re considering your next COO role in Private Equity or looking to hire a proven operator for your portfolio, we treat every search with full confidentiality.</p>
<p data-start="4217" data-end="4532"><br data-start="4724" data-end="4727">Reach out in confidence to <strong>Alex Rawlings: <a class="decorated-link cursor-pointer" rel="noopener" data-start="4769" data-end="4800">alex.rawlings@raw-selection.com</a></strong></p>

Resume Advice for COOs in Private Equity: How to Stand Out

<p data-start="280" data-end="483">If you&rsquo;re a CEO in a Private Equity&ndash;backed business considering your next move, understand this:&nbsp;<strong data-start="377" data-end="481">PE firms don&rsquo;t hire CEOs for their title &mdash; they hire them for their ability to deliver equity value.</strong></p>
<p data-start="485" data-end="702">Most CEO resumes look the same &mdash; vague blurbs about &ldquo;leading strategy&rdquo; or &ldquo;driving growth.&rdquo; That won&rsquo;t cut it. A sponsor wants proof you can professionalise operations, deliver growth, and execute a successful exit.</p>
<h3 data-start="704" data-end="737">What PE Firms Expect to See</h3>
<ul data-start="738" data-end="1375">
<li data-start="738" data-end="831">
<p data-start="740" data-end="831"><strong data-start="740" data-end="758">Revenue Growth</strong> &ndash; Show before and after numbers. Break it out between organic and M&amp;A.</p>
</li>
<li data-start="832" data-end="954">
<p data-start="834" data-end="954"><strong data-start="834" data-end="854">EBITDA Expansion</strong> &ndash; Sponsors care about margins. Demonstrate cost control, operational efficiency, and scalability.</p>
</li>
<li data-start="955" data-end="1095">
<p data-start="957" data-end="1095"><strong data-start="957" data-end="975">M&amp;A Leadership</strong> &ndash; Acquisitions are central to the PE playbook. Detail how many, your role in diligence/integration, and the outcomes.</p>
</li>
<li data-start="1096" data-end="1262">
<p data-start="1098" data-end="1262"><strong data-start="1098" data-end="1128">Operational Transformation</strong> &ndash; Founder-led to institutional grade, ERP implementations, shared services, salesforce effectiveness &mdash; highlight your fingerprints.</p>
</li>
<li data-start="1263" data-end="1375">
<p data-start="1265" data-end="1375"><strong data-start="1265" data-end="1284">Exit Experience</strong> &ndash; Have you run a process? Managed diligence, CIM prep, or sponsor negotiations? Show it.</p>
</li>
</ul>
<h3 data-start="1377" data-end="1435">The Difference Between Winning and Losing Candidates</h3>
<p data-start="1436" data-end="1540">Weak CEO resumes list responsibilities.<br data-start="1475" data-end="1478">Winning CEO resumes list results. Numbers. Multiples. Exits.</p>
<hr data-start="1542" data-end="1545">
<h2 data-start="1547" data-end="1579">Examples of How to Write It</h2>
<h3 data-start="1581" data-end="1628">Example 1: Residential Services Franchise</h3>
<p data-start="1629" data-end="1847"><strong data-start="1629" data-end="1712">Chief Executive Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2020 &ndash; 2025</strong><br data-start="1712" data-end="1715">Hired to professionalise operations and prepare the $50M franchise platform for exit. Led turnaround and expansion across the U.S.</p>
<ul data-start="1848" data-end="2537">
<li data-start="1848" data-end="1900">
<p data-start="1850" data-end="1900">Revenue Growth: $50M &rarr; $107M | EBITDA: 20% &rarr; 25%</p>
</li>
<li data-start="1901" data-end="1960">
<p data-start="1903" data-end="1960">M&amp;A: Acquired X COMPANY ($3M &rarr; $12M revenue in 3 years)</p>
</li>
<li data-start="1961" data-end="2028">
<p data-start="1963" data-end="2028">Organic Expansion: Added 402 franchise territories (65% growth)</p>
</li>
<li data-start="2029" data-end="2148">
<p data-start="2031" data-end="2148">Operational Improvements: Implemented ServiceTitan and ServiceMinder CRMs, automated marketing, redesigned websites</p>
</li>
<li data-start="2149" data-end="2230">
<p data-start="2151" data-end="2230">Customer Retention: Launched subscription model, increasing recurring revenue</p>
</li>
<li data-start="2231" data-end="2327">
<p data-start="2233" data-end="2327">Shared Services: Centralised finance, IT, HR, purchasing; opened new HQ with training centre</p>
</li>
<li data-start="2328" data-end="2401">
<p data-start="2330" data-end="2401">Leadership: Built senior team including divisional presidents and VPs</p>
</li>
<li data-start="2402" data-end="2537">
<p data-start="2404" data-end="2537"><strong data-start="2404" data-end="2413">Exit:</strong> Negotiated sale at a double-digit EBITDA multiple; platform positioned at ~2x revenue growth and +500bps margin expansion</p>
</li>
</ul>
<hr data-start="2539" data-end="2542">
<h3 data-start="2544" data-end="2597">Example 2: Global Tools &amp; Equipment Distributor</h3>
<p data-start="2598" data-end="2808"><strong data-start="2598" data-end="2681">Chief Executive Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2006 &ndash; 2022</strong><br data-start="2681" data-end="2684">Led two sponsor-backed cycles, professionalising the business and driving global expansion through M&amp;A and organic growth.</p>
<ul data-start="2809" data-end="3399">
<li data-start="2809" data-end="2865">
<p data-start="2811" data-end="2865">Revenue Growth: $140M &rarr; $500M (50% organic, 50% M&amp;A)</p>
</li>
<li data-start="2866" data-end="2953">
<p data-start="2868" data-end="2953">EBITDA Growth: $8M &rarr; $36M through logistics automation, sourcing, and SG&amp;A leverage</p>
</li>
<li data-start="2954" data-end="3072">
<p data-start="2956" data-end="3072">M&amp;A: 13 acquisitions integrated into a unified platform; created structured playbook for diligence and integration</p>
</li>
<li data-start="3073" data-end="3166">
<p data-start="3075" data-end="3166">Operational Excellence: Implemented ERP, standardised KPIs, and automated demand planning</p>
</li>
<li data-start="3167" data-end="3245">
<p data-start="3169" data-end="3245">Leadership: Rebuilt executive team across supply chain, finance, and sales</p>
</li>
<li data-start="3246" data-end="3399">
<p data-start="3248" data-end="3260"><strong data-start="3248" data-end="3258">Exits:</strong></p>
<ul data-start="3264" data-end="3399">
<li data-start="3264" data-end="3306">
<p data-start="3266" data-end="3306">Founder sale to PE firm at 8.7x EBITDA</p>
</li>
<li data-start="3310" data-end="3399">
<p data-start="3312" data-end="3399">PE-to-PE exit at 13x EBITDA; personally led CIM prep, diligence, and buyer engagement</p>
</li>
</ul>
</li>
</ul>
<hr>
<h3 data-start="3406" data-end="3422">Final Word</h3>
<p data-start="3423" data-end="3664">Your resume isn&rsquo;t a job description, it&rsquo;s a value-creation scoreboard.<br data-start="3494" data-end="3497">If you can prove revenue growth, margin expansion, M&amp;A leadership, and exit execution, you&rsquo;ll stand out from the crowd. If you can&rsquo;t, you&rsquo;ll blend in with the noise.</p>
<p>Are you considering your next CEO opportunity in Private Equity or looking to hire a proven leader for your portfolio?</p>
<p><br data-start="3830" data-end="3833">We treat every search with full confidentiality.</p>
<p><br data-start="3881" data-end="3884">Reach out in confidence to&nbsp;<strong>Alex Rawlings:&nbsp;<a class="decorated-link cursor-pointer" rel="noopener" data-start="3926" data-end="3957">alex.rawlings@raw-selection.com</a></strong></p>

Resume Advice for CEOs in Private Equity: How to Stand Out

<p style="text-align: center;" data-start="235" data-end="509"><iframe src="https://www.youtube.com/embed/s7GJnqvnqxI?t=54s" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="235" data-end="509">Operating Partners are judged on one thing:&nbsp;<strong data-start="279" data-end="347">their ability to drive value creation across portfolio companies</strong>. Private equity firms don&rsquo;t just want to hear about your experience&mdash;they want to see how you think, how you operate, and how you&rsquo;ll deliver repeatable results.</p>
<p data-start="511" data-end="647">If you&rsquo;re preparing for an Operating Partner interview, there are three questions you must be able to answer clearly and convincingly.</p>
<hr data-start="649" data-end="652">
<h2 data-start="654" data-end="694">1. How Do You Identify Constraints?</h2>
<p data-start="695" data-end="872">Every portfolio company has bottlenecks&mdash;constraints that hold back growth. The best Operating Partners don&rsquo;t just jump in with fixes; they start with <strong data-start="845" data-end="869">data-driven analysis</strong>.</p>
<p data-start="874" data-end="915">You need to demonstrate a playbook for:</p>
<ul data-start="916" data-end="1160">
<li data-start="916" data-end="971">
<p data-start="918" data-end="971">Building a list of constraints across the business.</p>
</li>
<li data-start="972" data-end="1050">
<p data-start="974" data-end="1050">Prioritising the two or three that will deliver the highest ROI if solved.</p>
</li>
<li data-start="1051" data-end="1160">
<p data-start="1053" data-end="1160">Supporting executives who may not have the skills or experience to identify these constraints themselves.</p>
</li>
</ul>
<p data-start="1162" data-end="1289">Private equity investors want to see that you think systematically and focus resources where they will truly move the needle.</p>
<hr data-start="1291" data-end="1294">
<h2 data-start="1296" data-end="1367">2. How Do You Build Strong Relationships with Portfolio Companies?</h2>
<p data-start="1368" data-end="1536">This is where many Operating Partners fail. Too often, they&rsquo;re seen as &ldquo;the PE firm&rsquo;s spy&rdquo; inside the business. That dynamic kills trust and undermines collaboration.</p>
<p data-start="1538" data-end="1736">The best Operating Partners act as a <strong data-start="1575" data-end="1617">bridge between investors and operators</strong>. They back the right executives, build buy-in at the portfolio company level, and create alignment towards the exit.</p>
<p data-start="1738" data-end="1889">In interviews, you must be able to explain how you build trust, balance accountability with support, and prevent the relationship from breaking down.</p>
<hr data-start="1891" data-end="1894">
<h2 data-start="1896" data-end="1945">3. How Do You Document and Deploy Playbooks?</h2>
<p data-start="1946" data-end="2068">Value creation strategies only work if they&rsquo;re <strong data-start="1993" data-end="2020">codified and repeatable</strong>. Relying on what&rsquo;s in your head isn&rsquo;t enough.</p>
<p data-start="2070" data-end="2103">Strong Operating Partners have:</p>
<ul data-start="2104" data-end="2358">
<li data-start="2104" data-end="2160">
<p data-start="2106" data-end="2160">Documented playbooks, tested in multiple businesses.</p>
</li>
<li data-start="2161" data-end="2228">
<p data-start="2163" data-end="2228">The ability to tailor those playbooks to each unique situation.</p>
</li>
<li data-start="2229" data-end="2358">
<p data-start="2231" data-end="2358">A process for embedding them into the portfolio company so the executives own and execute the work&mdash;not the Operating Partner.</p>
</li>
</ul>
<p data-start="2360" data-end="2485">If you try to do the work yourself, you&rsquo;re just another consultant. Your role is to empower management to execute and grow.</p>
<hr data-start="2487" data-end="2490">
<h2 data-start="2492" data-end="2507">Final Word</h2>
<p data-start="2508" data-end="2789">Private equity firms want Operating Partners who are disciplined, collaborative, and repeatable in their approach. If you can confidently answer these three questions&mdash;constraint identification, relationship building, and playbook deployment&mdash;you&rsquo;ll stand out from the competition.</p>
<p data-start="2791" data-end="2970">If you&rsquo;re preparing for your next step as an Operating Partner&mdash;or hiring one for your firm&mdash;Raw Selection specialises in helping private equity firms secure the very best talent.</p>

3 Questions Every Operating Partner Must Answer in Private Equity Interviews

<p data-start="459" data-end="652">If you&rsquo;re an Operating Partner exploring your next step, here&rsquo;s the reality: <strong data-start="536" data-end="650">Private Equity firms don&rsquo;t hire Operating Partners based on titles; they hire based on proof of value creation.</strong></p>
<p data-start="654" data-end="811">Most resumes in the market read like job descriptions. That won&rsquo;t cut it. A PE firm is buying into your track record. They want to see <em data-start="789" data-end="808">measurable impact</em>.</p>
<h3 data-start="813" data-end="846">What PE Firms Expect to See</h3>
<ul>
<li data-start="849" data-end="943"><strong data-start="849" data-end="867">Revenue Growth</strong> &ndash; Show the before and after. If you can&rsquo;t share numbers, use percentages.</li>
<li data-start="946" data-end="1039"><strong data-start="946" data-end="966">EBITDA Expansion</strong> &ndash; Highlight margin improvements, cost reductions, or efficiency gains.</li>
<li data-start="1042" data-end="1174"><strong data-start="1042" data-end="1076">Executive Hiring &amp; Development</strong> &ndash; Which CEOs, CFOs, or functional leaders did you put in place? How did they shift performance?</li>
<li data-start="1177" data-end="1294"><strong data-start="1177" data-end="1201">Interim Appointments</strong> &ndash; Did you step into a leadership seat during a crisis or transition? Document the results.</li>
<li data-start="1297" data-end="1422"><strong data-start="1297" data-end="1318">High-ROI Projects</strong> &ndash; Systems, M&amp;A integration, supply chain optimization, pricing initiatives&mdash;whatever moved the needle.</li>
</ul>
<h3 data-start="1424" data-end="1482">The Difference Between Winning and Losing Candidates</h3>
<p data-start="1483" data-end="1705">Weak resumes are filled with <strong data-start="1512" data-end="1522">blurbs</strong>: vague lines about &ldquo;helping management teams&rdquo; or &ldquo;supporting value creation.&rdquo;<br data-start="1600" data-end="1603">Winning resumes are filled with <strong data-start="1635" data-end="1647">evidence</strong>: numbers, outcomes, and the role you personally played.</p>
<hr data-start="1707" data-end="1710">
<h2 data-start="1712" data-end="1744">Examples of How to Write It</h2>
<h3 data-start="1746" data-end="1787">Example 1: Single Portfolio Company</h3>
<p data-start="1788" data-end="2124"><strong data-start="1788" data-end="1845">Operating Partner | PRIVATE EQUITY FIRM | 2020 &ndash; 2025</strong><br data-start="1845" data-end="1848">Partnered with senior management to execute a successful turnaround of a $500M building products distributor. Mentored a first-time CEO, driving strategy development, operational improvements, and value creation initiatives while averaging 20 hours per week on the business.</p>
<ul>
<li data-start="2127" data-end="2197">Increased revenue from $102M to $387M and EBITDA from $12M to $47.5M</li>
<li data-start="2127" data-end="2197">Opened 4 new offices and relocated manufacturing into a single facility</li>
<li data-start="2276" data-end="2352">Reduced inventory from $90M to $32M, transitioning to a just-in-time model</li>
<li data-start="2355" data-end="2428">Enhanced marketing and strengthened leadership team to scale operations</li>
<li data-start="2431" data-end="2489">Delivered a 3.9x MOIC exit | 7x EBITDA in September 2025</li>
</ul>
<h3 data-start="2491" data-end="2536">Example 2: Multiple Portfolio Companies</h3>
<p data-start="2537" data-end="2992"><strong data-start="2537" data-end="2609">Operating Partner / Board Member | PRIVATE EQUITY FIRM | 2019 &ndash; 2024</strong><br data-start="2609" data-end="2612">Platform Acquisitions: 2 | Add-on Acquisitions: 8<br data-start="2661" data-end="2664">Served as Board Member across five portfolio companies, driving strategy, integration, and professionalisation initiatives. Focused on scaling founder-led businesses into institutional-grade platforms with strong exit pathways. All companies currently tracking toward 3.5x&ndash;4x MOIC, preparing to exit at $80M&ndash;$100M+ valuations.</p>
<p data-start="2994" data-end="3040"><strong data-start="2994" data-end="3038">Platform 1 &ndash; Medical Device Manufacturer</strong></p>
<ul>
<li data-start="3043" data-end="3086">Revenue: $25M &rarr; $85M | EBITDA: $6M &rarr; $24M</li>
<li data-start="3089" data-end="3151">Integrated two founder-led companies into a unified platform</li>
<li data-start="3154" data-end="3218">Rebuilt sales organisation and developed go-to-market strategy</li>
<li data-start="3221" data-end="3280">Implemented ERP to unify reporting and improve visibility</li>
<li data-start="3283" data-end="3318">Completed one bolt-on acquisition</li>
<li data-start="3321" data-end="3373">Served as Interim CEO during leadership transition</li>
</ul>
<p data-start="3375" data-end="3411"><strong data-start="3375" data-end="3409">Platform 2 &ndash; Food Manufacturer</strong></p>
<ul>
<li data-start="3414" data-end="3457">Revenue: $30M &rarr; $95M | EBITDA: $8M &rarr; $27M</li>
<li data-start="3460" data-end="3519">Professionalised operations from founder-led to PE-backed</li>
<li data-start="3522" data-end="3563">Reshaped board cadence and KPI tracking</li>
<li data-start="3566" data-end="3621">Implemented Lean Manufacturing and CAPEX optimisation</li>
<li data-start="3624" data-end="3693">Oversaw integration of multiple add-ons into one brand architecture</li>
</ul>
<p data-start="3695" data-end="3755"><strong data-start="3695" data-end="3753">Platform 3 &ndash; Industrial Cleaning Products Manufacturer</strong></p>
<ul>
<li data-start="3758" data-end="3803">Revenue: $40M &rarr; $100M | EBITDA: $10M &rarr; $30M</li>
<li data-start="3806" data-end="3893">Built comprehensive go-to-market strategy, repositioning into higher-margin verticals</li>
<li data-start="3896" data-end="3955">Consolidated supply chain footprint to reduce COGS by 12%</li>
<li data-start="3958" data-end="4007">Introduced centralised sales and ops dashboards</li>
<li data-start="4010" data-end="4063">Supported leadership succession, including CEO hire</li>
</ul>
<p data-start="4065" data-end="4114"><strong data-start="4065" data-end="4112">Platform 4 &ndash; Aerospace Product Manufacturer</strong></p>
<ul>
<li data-start="4117" data-end="4160">Revenue: $28M &rarr; $82M | EBITDA: $7M &rarr; $22M</li>
<li data-start="4163" data-end="4237">Led product innovation strategy, commercialising new sterilisation lines</li>
<li data-start="4240" data-end="4296">Forged partnerships with robotic surgery manufacturers</li>
<li data-start="4299" data-end="4359">Achieved FDA and CE compliance through regulatory upgrades</li>
<li data-start="4362" data-end="4424">Oversaw ERP integration across R&amp;D, manufacturing, and sales</li>
</ul>
<p data-start="4426" data-end="4466"><strong data-start="4426" data-end="4464">Platform 5 &ndash; Pet Food Manufacturer</strong></p>
<ul>
<li data-start="4469" data-end="4513">Revenue: $50M &rarr; $120M | EBITDA: $9M &rarr; $32M</li>
<li data-start="4516" data-end="4581">Completed strategic add-on to expand product range and channels</li>
<li data-start="4584" data-end="4634">Drove cross-selling across retail and e-commerce</li>
<li data-start="4637" data-end="4695">Professionalised finance, HR, and supply chain functions</li>
<li data-start="4698" data-end="4756">Launched national branding campaign positioning for exit</li>
</ul>
<hr data-start="4758" data-end="4761">
<h3 data-start="4763" data-end="4779">Final Word</h3>
<p data-start="4780" data-end="4978">Your resume is not a career obituary; it&rsquo;s a deal sheet of value creation.<br data-start="4853" data-end="4856">If you can&rsquo;t demonstrate how you&rsquo;ve built equity value, you&rsquo;ll be passed over. If you can, you&rsquo;ll stand out immediately.</p>
<p data-start="4780" data-end="4978">&nbsp;</p>
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<p data-start="0" data-end="319" data-is-last-node="" data-is-only-node="">If you&rsquo;re considering your next move in Private Equity or building out your senior team, we connect top Operating Partners and executives with the right PE firms and portfolio companies, we treat every search with full confidentiality.</p>
<p data-start="0" data-end="319" data-is-last-node="" data-is-only-node=""><br data-start="237" data-end="240">Reach out in confidence to Haleema Hussain: <a class="decorated-link cursor-pointer" rel="noopener" data-start="284" data-end="317">haleema.hussain@raw-selection.com</a></p>
</div>
</div>
</div>
</div>
</div>
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</article>
<div class="pointer-events-none h-px w-px" aria-hidden="true" data-edge="true">&nbsp;</div>

Resume Advice for Operating Partners: How to Stand Out

<p style="text-align: center;" data-start="241" data-end="473"><iframe src="https://www.youtube.com/embed/tTvR02RLlTA?t=10s" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="241" data-end="473">The role of the Operating Partner continues to evolve. In 2025, with market turbulence, rising debt levels, and consumer spend under pressure, private equity firms are demanding more from their Operating Partners than ever before.</p>
<p data-start="475" data-end="663">From interviewing hundreds of candidates and running searches across Europe and North America, these are the <strong data-start="584" data-end="660">top three skills private equity firms want in Operating Partners in 2025</strong>.</p>
<hr data-start="665" data-end="668">
<h2 data-start="670" data-end="720">1. The Right Balance Between Player and Coach</h2>
<p data-start="721" data-end="804">Operating Partners must know when to roll up their sleeves and when to step back.</p>
<ul data-start="806" data-end="1059">
<li data-start="806" data-end="922">
<p data-start="808" data-end="922">In moments of urgency or crisis, you need to act as the <strong data-start="864" data-end="874">player</strong>&mdash;jumping in to help the business move quickly.</p>
</li>
<li data-start="923" data-end="1059">
<p data-start="925" data-end="1059">In normal operations, your role is to be the <strong data-start="970" data-end="979">coach</strong>&mdash;equipping and guiding the portfolio company leadership to execute themselves.</p>
</li>
</ul>
<p data-start="1061" data-end="1257">Firms are looking for Operating Partners who can <strong data-start="1110" data-end="1142">judge that balance perfectly</strong>. Come in too heavy and you undermine executives. Stay too hands-off and you risk missing critical interventions.</p>
<hr data-start="1259" data-end="1262">
<h2 data-start="1264" data-end="1308">2. Proven Playbooks &ndash; Especially in M&amp;A</h2>
<p data-start="1309" data-end="1394">Playbooks have always been essential, but in today&rsquo;s market they&rsquo;re non-negotiable.</p>
<p data-start="1396" data-end="1453">Private equity firms need Operating Partners who bring:</p>
<ul data-start="1454" data-end="1739">
<li data-start="1454" data-end="1510">
<p data-start="1456" data-end="1510"><strong data-start="1456" data-end="1488">Documented, tested playbooks</strong> for value creation.</p>
</li>
<li data-start="1511" data-end="1600">
<p data-start="1513" data-end="1600">The ability to tailor those playbooks to different industries and portfolio dynamics.</p>
</li>
<li data-start="1601" data-end="1739">
<p data-start="1603" data-end="1739">Experience in <strong data-start="1617" data-end="1636">M&amp;A integration</strong>, helping management teams absorb acquisitions and protect against covenant risks or debt challenges.</p>
</li>
</ul>
<p data-start="1741" data-end="1912">It&rsquo;s no longer enough to rely on experience &ldquo;in your head.&rdquo; Firms want Operating Partners who can <strong data-start="1839" data-end="1859">codify and embed</strong> their methods across multiple portfolio companies.</p>
<hr data-start="1914" data-end="1917">
<h2 data-start="1919" data-end="1944">3. An Eye for Talent</h2>
<p data-start="1945" data-end="2090">Markets are exposing weaknesses in leadership teams. As Warren Buffett famously said, <em data-start="2031" data-end="2088">&ldquo;When the tide goes out, you see who&rsquo;s swimming naked.&rdquo;</em></p>
<p data-start="2092" data-end="2191">Operating Partners are now expected to have a sharp <strong data-start="2144" data-end="2176">talent assessment capability</strong>. That means:</p>
<ul data-start="2192" data-end="2402">
<li data-start="2192" data-end="2242">
<p data-start="2194" data-end="2242">Spotting whether a CEO, CFO, or COO can scale.</p>
</li>
<li data-start="2243" data-end="2308">
<p data-start="2245" data-end="2308">Knowing when to coach versus when to recommend a replacement.</p>
</li>
<li data-start="2309" data-end="2402">
<p data-start="2311" data-end="2402">Having structured processes for interviewing, evaluating, and upgrading leadership teams.</p>
</li>
</ul>
<p data-start="2404" data-end="2507">In tough markets, having the right CXO in the seat is the single biggest driver of portfolio success.</p>
<hr data-start="2509" data-end="2512">
<h2 data-start="2514" data-end="2529">Final Word</h2>
<p data-start="2530" data-end="2761">Private equity firms in 2025 want Operating Partners who are adaptable, structured, and talent-focused. The combination of <strong data-start="2653" data-end="2730">player/coach balance, proven playbooks, and strong judgment on leadership</strong> is what sets the best apart.</p>
<p data-start="2763" data-end="2922">If you&rsquo;re preparing for your next Operating Partner role&mdash;or hiring for one&mdash;Raw Selection specialises in connecting the right executives with the right firms.</p>

Top 3 Skills Private Equity Firms Want in Operating Partners for 2025

<p style="text-align: center;" data-start="173" data-end="371"><iframe src="https://www.youtube.com/embed/fphQ0gAywI4?t=6s" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="173" data-end="371">Operating Partners are brought into private equity to create value. It&rsquo;s the whole premise of the role. Yet in interviews, most fail to clearly articulate&nbsp;<strong data-start="328" data-end="368">how they actually deliver that value</strong>.</p>
<p data-start="373" data-end="454">The question comes up every time:<br data-start="406" data-end="409"><strong data-start="409" data-end="452">&ldquo;What is your value creation strategy?&rdquo;</strong></p>
<p data-start="456" data-end="693">And too often, candidates stumble. They either overcomplicate the answer, rely on buzzwords, or give a vague overview. That won&rsquo;t cut it. Private equity firms need a clear framework they can use to compare you against other candidates.</p>
<p data-start="695" data-end="894">At Raw Selection, we&rsquo;ve interviewed hundreds of Operating Partners and assessed them through hiring processes. Here&rsquo;s the framework we see as the <strong data-start="841" data-end="877">best way to answer this question</strong> and stand out.</p>
<hr data-start="896" data-end="899">
<h2 data-start="901" data-end="945">1. Start with Constraint Identification</h2>
<p data-start="946" data-end="1288">Don&rsquo;t jump straight into your playbook. First show that you know how to diagnose.<br data-start="1027" data-end="1030">Explain how you identified the constraints across the business and then measured them by potential return on investment. Share how you went after the <strong data-start="1180" data-end="1197">biggest lever</strong>. This shows you&rsquo;re structured, data-driven, and not just following your personal biases.</p>
<hr data-start="1290" data-end="1293">
<h2 data-start="1295" data-end="1350">2. Deploy Your Playbook &ndash; With the Management Team</h2>
<p data-start="1351" data-end="1724">The biggest trap Operating Partners fall into? Playing the role of operator instead of coach.<br data-start="1444" data-end="1447">Your value is in <strong data-start="1464" data-end="1497">equipping the management team</strong> to execute&mdash;not doing it all yourself. Talk about how you&rsquo;ve implemented a playbook (whether integration, operational improvement, or commercial growth) and embedded it into the team so the knowledge stays with them, not you.</p>
<hr data-start="1726" data-end="1729">
<h2 data-start="1731" data-end="1758">3. Define Who Did What</h2>
<p data-start="1759" data-end="1830">Private equity firms want to know how you balance roles. Be explicit:</p>
<ul data-start="1831" data-end="1973">
<li data-start="1831" data-end="1892">
<p data-start="1833" data-end="1892"><strong data-start="1833" data-end="1846">Your role</strong> &ndash; strategy, framework, oversight, coaching.</p>
</li>
<li data-start="1893" data-end="1973">
<p data-start="1895" data-end="1973"><strong data-start="1895" data-end="1921">Management team&rsquo;s role</strong> &ndash; execution, accountability, embedding processes.</p>
</li>
</ul>
<p data-start="1975" data-end="2138">If you make yourself the hero of the story, you become an expensive consultant. If you show that you empower the management team, you prove your long-term value.</p>
<hr data-start="2140" data-end="2143">
<h2 data-start="2145" data-end="2169">4. Show the Results</h2>
<p data-start="2170" data-end="2380">Quantify it. Did you drive EBITDA margin from 12% to 20%? Consolidate five offices into one HQ? Cut $10M of cost out of the system?<br data-start="2301" data-end="2304">Private equity is driven by returns&mdash;show the tangible impact of your work.</p>
<hr data-start="2382" data-end="2385">
<h2 data-start="2387" data-end="2417">5. Share What You Learned</h2>
<p data-start="2418" data-end="2593">Too many Operating Partners skip this. Each deal is different&mdash;different sectors, products, services, and challenges. Show how you evolve your playbook with every experience.</p>
<p data-start="2595" data-end="2756">Example: <em data-start="2604" data-end="2754">&ldquo;In a life sciences business, I learned we needed to do X. In a consumer business, I discovered Y. Each shaped the way I now approach integrations.&rdquo;</em></p>
<p data-start="2758" data-end="2818">This proves you&rsquo;re not static&mdash;you&rsquo;re improving every time.</p>
<hr data-start="2820" data-end="2823">
<h2 data-start="2825" data-end="2868">6. What You&rsquo;d Do Differently Next Time</h2>
<p data-start="2869" data-end="3066">Close strong. Private equity firms want adaptive partners who can flex by industry and business model. Share what you would refine or change in the future. It demonstrates foresight and humility.</p>
<hr data-start="3068" data-end="3071">
<h2 data-start="3073" data-end="3094">Why This Matters</h2>
<p data-start="3095" data-end="3364">Without this structure, too many Operating Partners undersell themselves. They talk in generalities instead of walking through a clear process. This framework sets you apart and shows that you&rsquo;re not just experienced&mdash;you&rsquo;re methodical, repeatable, and results-driven.</p>
<hr data-start="3366" data-end="3369">
<h2 data-start="3371" data-end="3386">Final Word</h2>
<p data-start="3387" data-end="3593">If you&rsquo;re preparing for an Operating Partner interview, don&rsquo;t fall into the trap of giving a weak answer to the most critical question. Use this seven-step framework and show exactly how you create value.</p>
<p data-start="3595" data-end="3763">And if you&rsquo;re exploring your next Operating Partner role&mdash;whether it&rsquo;s your first seat or a lateral move&mdash;Raw Selection would be honored to play a part in your journey.</p>

The One Question Most Operating Partners Get Wrong in Private Equity Interviews

<p style="text-align: center;" data-start="249" data-end="483"><iframe src="https://www.youtube.com/embed/23sykirRZz4?t=1s" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="249" data-end="483">The role of an Operating Partner is very different from being a C-Suite executive. Private equity firms don&rsquo;t need another CEO&mdash;they need a coach, a strategist, and someone who can embed value creation into their portfolio companies.</p>
<p data-start="485" data-end="616">Having worked with Operating Partners across Europe and North America, three traits consistently separate the best from the rest.</p>
<hr data-start="618" data-end="621">
<h2 data-start="623" data-end="651">1. A Coaching Mentality</h2>
<p data-start="652" data-end="779">Many Operating Partners come from C-Suite backgrounds in PE-backed businesses. The mistake? Staying stuck in &ldquo;operator mode.&rdquo;</p>
<p data-start="781" data-end="920">An Operating Partner&rsquo;s role is closer to a <strong data-start="824" data-end="845">board-level coach</strong> than a hands-on executive. If you jump back into the trenches, you risk:</p>
<ul data-start="921" data-end="1105">
<li data-start="921" data-end="965">
<p data-start="923" data-end="965">Alienating portfolio company executives.</p>
</li>
<li data-start="966" data-end="1025">
<p data-start="968" data-end="1025">Holding the expertise yourself instead of embedding it.</p>
</li>
<li data-start="1026" data-end="1105">
<p data-start="1028" data-end="1105">Reducing exit multiples because the knowledge doesn&rsquo;t stay in the business.</p>
</li>
</ul>
<p data-start="1107" data-end="1229">The best Operating Partners coach, develop, and empower executives. They make the management team better, not redundant.</p>
<hr data-start="1231" data-end="1234">
<h2 data-start="1236" data-end="1264">2. Documented Playbooks</h2>
<p data-start="1265" data-end="1378">Exceptional Operating Partners have <strong data-start="1301" data-end="1333">documented, proven playbooks</strong>&mdash;not just experience stored in their heads.</p>
<p data-start="1380" data-end="1410">These playbooks might cover:</p>
<ul data-start="1411" data-end="1524">
<li data-start="1411" data-end="1448">
<p data-start="1413" data-end="1448">Financial reporting improvements.</p>
</li>
<li data-start="1449" data-end="1485">
<p data-start="1451" data-end="1485">Operational efficiency programs.</p>
</li>
<li data-start="1486" data-end="1524">
<p data-start="1488" data-end="1524">Sales and go-to-market strategies.</p>
</li>
</ul>
<p data-start="1526" data-end="1729">The key is that the playbooks are deployed <strong data-start="1569" data-end="1595">through the executives</strong>, not by the Operating Partner directly. This drives margin improvement, scalability, and&mdash;crucially&mdash;reduces key-person risk at exit.</p>
<hr data-start="1731" data-end="1734">
<h2 data-start="1736" data-end="1772">3. Comfort Out of the Spotlight</h2>
<p data-start="1773" data-end="1883">Operating Partners don&rsquo;t get the glory. Their role is to make the executives in the portfolio company shine.</p>
<p data-start="1885" data-end="1898">That means:</p>
<ul data-start="1899" data-end="2072">
<li data-start="1899" data-end="1940">
<p data-start="1901" data-end="1940">Preparing the CEO for board meetings.</p>
</li>
<li data-start="1941" data-end="2012">
<p data-start="1943" data-end="2012">Anticipating investor questions and coaching the team on responses.</p>
</li>
<li data-start="2013" data-end="2072">
<p data-start="2015" data-end="2072">Staying in the background while the executives deliver.</p>
</li>
</ul>
<p data-start="2074" data-end="2263">As one seasoned Operating Partner put it, <em data-start="2116" data-end="2171">&ldquo;My job is to make the CEO look as good as possible.&rdquo;</em> Like a great boxing coach, you&rsquo;re not the one in the ring&mdash;you prepare the fighter to win.</p>
<hr data-start="2265" data-end="2268">
<h2 data-start="2270" data-end="2285">Final Word</h2>
<p data-start="2286" data-end="2575">If you want to succeed as an Operating Partner, you must shift from being the star player to being the coach. Develop strong playbooks, embed them into management teams, and focus on making the executives look exceptional. That&rsquo;s what drives enterprise value and maximises exit outcomes.</p>
<p data-start="2577" data-end="2726">If you&rsquo;re exploring your next Operating Partner opportunity&mdash;or hiring one for your firm&mdash;Raw Selection specialises in these appointments every year.</p>

3 Elements That Every Operating Partner MUST Have

<p style="text-align: center;" data-start="207" data-end="354"><iframe src="https://www.youtube.com/embed/cQyAIfihCx8?t=14s" width="560" height="314" allowfullscreen="allowfullscreen"></iframe></p>
<p data-start="207" data-end="354">The Operating Partner seat has become one of the most critical roles in private equity. But where do firms actually hire Operating Partners from?</p>
<p data-start="356" data-end="564">Through our work at Raw Selection&mdash;interviewing hundreds of candidates and partnering with firms across North America and Europe&mdash;we see two main backgrounds consistently feeding into Operating Partner roles.</p>
<hr data-start="566" data-end="569">
<h2 data-start="571" data-end="591">1. Ex-Operators</h2>
<p data-start="592" data-end="816">The most common route&mdash;especially in the lower to middle market&mdash;is from former <strong data-start="670" data-end="694">PE-backed executives</strong>. These are ex-CEOs, CFOs, COOs, or other senior leaders who have already worked inside private equity-owned businesses.</p>
<p data-start="818" data-end="1075">Why? Because lower middle-market portfolio companies often require <strong data-start="885" data-end="926">hands-on, sleeves-rolled-up execution</strong>. Firms want Operating Partners who can step into the weeds if needed, while also providing board-level guidance. Smaller operator teams demand it.</p>
<hr data-start="1077" data-end="1080">
<h2 data-start="1082" data-end="1101">2. Consultants</h2>
<p data-start="1102" data-end="1353">The other major feeder group comes from <strong data-start="1142" data-end="1171">top-tier consulting firms</strong>&mdash;McKinsey, Bain, BCG, and others. This path is more common in <strong data-start="1233" data-end="1249">larger firms</strong> (think Platinum Equity, Warburg Pincus, etc.) where Operating Partners don&rsquo;t need to get as hands-on.</p>
<p data-start="1355" data-end="1404">Instead, they leverage consulting-style skills:</p>
<ul data-start="1405" data-end="1541">
<li data-start="1405" data-end="1431">
<p data-start="1407" data-end="1431">Diagnosing constraints</p>
</li>
<li data-start="1432" data-end="1474">
<p data-start="1434" data-end="1474">Structuring value creation initiatives</p>
</li>
<li data-start="1475" data-end="1541">
<p data-start="1477" data-end="1541">Delegating execution to large, well-resourced management teams</p>
</li>
</ul>
<p data-start="1543" data-end="1732">Some firms even run this like a career track, bringing consultants in at Associate/VP level and developing them into Operating Partner roles. Others hire them straight in at senior level.</p>
<hr data-start="1734" data-end="1737">
<h2 data-start="1739" data-end="1758">Why the Split?</h2>
<p data-start="1759" data-end="1812">It comes down to <strong data-start="1776" data-end="1809">portfolio size and team depth</strong>:</p>
<ul data-start="1814" data-end="2044">
<li data-start="1814" data-end="1916">
<p data-start="1816" data-end="1916"><strong data-start="1816" data-end="1837">Lower/Mid-Market:</strong> Smaller teams, leaner structures &rarr; prefer ex-operators who can do and coach.</p>
</li>
<li data-start="1917" data-end="2044">
<p data-start="1919" data-end="2044"><strong data-start="1919" data-end="1943">Upper-Mid/Large-Cap:</strong> Larger, specialized management teams &rarr; prefer consultants who can structure, direct, and delegate.</p>
</li>
</ul>
<p style="text-align: center;" data-start="2046" data-end="2178">Both backgrounds can work. What matters is aligning your skills and experience to the firm&rsquo;s investment model and portfolio needs.</p>
<hr data-start="2180" data-end="2183">
<h2 data-start="2185" data-end="2200">Final Word</h2>
<p data-start="2201" data-end="2490">If you&rsquo;re an executive considering the move into private equity, your background will influence where you best fit. Lower to middle market firms will value your operational track record inside PE-backed companies. Larger firms will often lean toward candidates with consulting pedigrees.</p>
<p data-start="2492" data-end="2685">If you&rsquo;re hiring&mdash;or exploring your next career move as an Operating Partner&mdash;Raw Selection is here to support. We specialise in connecting the right talent with the right private equity firms.</p>

What Backgrounds Do Private Equity Firms Hire Operating Partners From?

Aerospace & Defence Scorecard

As private equity (PE) firms accelerate transformation in portfolio companies, the process of selecting and interviewing CEOs has become highly rigorous and specialized.

<p>As private equity firms accelerate transformation in portfolio companies, the process of selecting and interviewing CEOs has become highly rigorous and specialized. In 2025, the PE CEO interview structure 2025 reflects not just a search for proven leaders but a deliberate strategy to secure executives who can deliver rapid impact and long-term value. This article explores how CEO interviews in the PE industry are designed, why they matter, and what C-suite candidates can expect.</p>
<h2 id="the-2025-private-equity-ceo-interview-key-features"><span style="color: #e03e2d;">The 2025 Private Equity CEO Interview: Key Features</span></h2>
<h2><span style="color: #e03e2d;">1. Lengthy, Multi-Stage Recruitment Process</span></h2>
<p>The&nbsp;private equity CEO hiring process&nbsp;in 2025 is extensive, often spanning three to four months and involving multiple rounds of interviews with various stakeholders, including PE partners, portfolio company executives, and independent advisors. Leading PE firms have formalized the&nbsp;PE CEO interview structure 2025&nbsp;to ensure a comprehensive assessment.</p>
<p>Key stages include:</p>
<ul>
<li>Initial screening and background fit assessment</li>
<li>Technical and deal experience interviews</li>
<li>Deep-dive case studies and financial modeling exercises</li>
<li>Cultural fit and leadership style evaluation</li>
<li>Board presentations and strategic vision pitch</li>
<li>Psychometric and cognitive ability tests, part of advanced&nbsp;behavioral assessments</li>
<li>Extensive reference checks and third-party diligence</li>
</ul>
<h2><span style="color: #e03e2d;">2. Emphasis on Value Creation and Speed to Impact</span></h2>
<p>The interview process sharply focuses on&nbsp;value-driven executive selection, with PE sponsors expecting candidates to present actionable 100-day plans showcasing measurable EBITDA growth potential. In&nbsp;CEO interviews in the PE industry, candidates are pressed to demonstrate their capacity for rapid operational turnarounds, digital transformation leadership, and M&amp;A integration experience.</p>
<ul>
<li>Demonstrated &ldquo;PE fluency&rdquo; is crucial, including mastery of KPIs, debt management, and rapid execution.</li>
<li>Questions heavily emphasize the candidate&rsquo;s ability to deliver fast, sustainable returns aligned with portfolio company goals.</li>
<li>Behavioral assessments&nbsp;are designed to probe resilience, adaptability, and decisiveness under pressure.</li>
</ul>
<h2><span style="color: #e03e2d;">3. Behavioral and Psychometric Assessments</span></h2>
<p>Behavioral assessments&nbsp;have become integral to the&nbsp;C-suite executive assessment PE&nbsp;process. Candidates undergo rigorous evaluation of cognitive ability, motivation, and cultural fit, as PE firms focus equally on leadership philosophy and approach to transformation along with past performance.</p>
<h2><span style="color: #e03e2d;">4. Board and Stakeholder Presentations</span></h2>
<p>Finalists are required to present strategic plans directly to the PE board, underlining the importance of strategic communication skills, alignment with PE goals, and the ability to inspire investor confidence. This stage is a hallmark of the thorough&nbsp;PE CEO interview structure 2025.</p>
<h2><span style="color: #e03e2d;">5. Reference and Diligence Process</span></h2>
<p>Robust reference checks&mdash;often including feedback from former employers, advisors, and portfolio company leadership&mdash;are a vital element of the&nbsp;private equity CEO hiring process. This due diligence reduces risk and ensures comprehensive vetting for high-stakes C-suite placements.</p>
<h2 id="2025-trends-impacting-ceo-interview-structure"><span style="color: #e03e2d;">2025 Trends Impacting CEO Interview Structure</span></h2>
<div>
<ul>
<li>Speed to Value - Accelerated focus on quick wins and executable 100-day plans.</li>
<li>Digital &amp; AI Readiness - Digital acumen and AI leadership capabilities are now critical.</li>
<li>Cultural &amp; Strategic Fit - Fit with PE sponsor&rsquo;s culture and strategic priorities is paramount.</li>
<li>Data-Driven Assessment - Use of metrics, structured scoring, and behavioral assessments CEO 2025 to mitigate hiring risks.</li>
<li>Diverse Leadership Pipeline - Increasing openness to diverse candidates and first-time CEOs.</li>
</ul>
</div>
<h2 id="best-practices-for-c-suite-candidates"><span style="color: #e03e2d;">Best Practices for C-Suite Candidates</span></h2>
<ul>
<li>Prepare detailed, quantifiable case studies demonstrating value creation.</li>
<li>Exhibit strong &ldquo;PE fluency&rdquo; by mastering board engagement, KPIs, and cash flow management.</li>
<li>Articulate a clear strategic vision tailored to the portfolio company&rsquo;s needs.</li>
<li>Demonstrate adaptability, resilience, and readiness to deliver impact immediately.</li>
<li>Highlight digital transformation experience and capacity to lead AI initiatives.</li>
</ul>
<h2 id="conclusion"><span style="color: #e03e2d;">Conclusion</span></h2>
<p>The&nbsp;CEO interviews in the PE industry&nbsp;in 2025 are more structured, rigorous, and&nbsp;value-driven&nbsp;than ever. Understanding the&nbsp;PE CEO interview structure 2025&nbsp;and preparing for sophisticated&nbsp;behavioral assessments&nbsp;can help C-suite executives and executive search professionals navigate a competitive landscape. These interviews are designed to identify transformational leaders who deliver rapid results and sustainable growth for portfolio companies.</p>

How CEO Interviews Are Structured in 2025 in the Private Equity Industry

As we step into 2025, C-suite compensation 2025 remains a critical focus area for organizations aiming to attract and retain top executive talent.

<p>As we step into 2025,&nbsp;C-suite compensation 2025&nbsp;remains a critical focus area for organizations aiming to attract and retain top executive talent. For executive search firms, understanding the latest&nbsp;executive pay trends US&nbsp;is essential for advising clients and candidates effectively. This article draws on authoritative data from Diligent Market Intelligence, Page Executive&rsquo;s Executive Compensation Insights 2025, and Georgeson&rsquo;s corporate governance analysis. These sources provide the foundation for understanding&nbsp;CEO and executive salary&nbsp;structures in the US market this year.</p>
<h2><span style="color: #e03e2d;">Key C-Suite Compensation Trends in 2025</span></h2>
<p><span style="color: #e03e2d;"><strong>1. CEO and Executive Pay Continue to Rise Above Inflation</strong></span></p>
<p><br>Recent insights from Diligent Market Intelligence show that&nbsp;CEO and executive salary&nbsp;in major US companies has increased by over 30% since 2019, significantly outpacing inflation, which has risen roughly 19% in the same period. Median CEO pay in the Russell 3000 rose 5.3% from 2022 to 2023 after a pandemic-related dip, with similarly strong gains predicted into 2025. CFOs and other top executives also enjoyed steady pay hikes, although the pay gap between CEOs and other C-suite leaders remains substantial.<br>(Source: Diligent Market Intelligence)</p>
<p><strong><span style="color: #e03e2d;">2. Shift Toward Performance-Based and Equity Compensation</span></strong></p>
<p>Organizations; especially in public and tech sectors, are refining executive incentive plans to align rewards with measurable business outcomes. Diligent&rsquo;s 2025 compensation reports confirm the expanded emphasis on performance-based executive compensation and equity awards, with these strategies supporting long-term innovation and growth.<br>(Source: Diligent Market Intelligence)</p>
<p><span style="color: #e03e2d;"><strong>3. Supplemental Discretionary Clawback Policies Gain Momentum</strong></span></p>
<p><br>Diligent and Georgeson corporate governance commentary highlight that more firms are adopting&nbsp;clawback policies in executive compensation, driven by heightened shareholder and regulatory scrutiny. This trend, gaining traction into 2025, extends beyond large corporations to mid-sized companies, supporting accountability in executive contracts.<br>(Source: Diligent Market Intelligence; Georgeson 2025 commentary)</p>
<p><strong><span style="color: #e03e2d;">4. Variation in Pay Ratios Across C-Suite Roles</span></strong></p>
<p><br>Page Executive&rsquo;s Executive Compensation Insights 2025 shows C-suite pay ratios continuing to vary by role and sector. CFOs generally earn between 34% and 39% of CEO compensation in 2024 - 2025, while titles like CMO, CHRO, and CLO typically see 22% to 33%. Differences between the S&amp;P 500 and the Russell 3000 offer nuanced benchmarking for executive recruiters.<br>(Source: Page Executive Executive Compensation Insights 2025)</p>
<p><strong><span style="color: #e03e2d;">5. Economic Uncertainty Shapes Compensation Strategy</span></strong></p>
<p><br>In a landscape shaped by uncertainty, companies turn to insights from Diligent and other analysts when designing adaptable compensation structures. These analyses show public companies in particular prioritize candidates who can quickly deliver measurable results, and are adjusting pay plans mid-year to remain market competitive.<br>(Source: Diligent Market Intelligence)</p>
<h2><span style="color: #e03e2d;">Why Executive Search Firms Should Pay Attention</span></h2>
<p>Possessing current knowledge from Diligent, Page Executive, and Georgeson on executive pay trends US bolsters the credibility of executive search professionals. Understanding detailed C-suite compensation 2025 trends and the prevalence of performance-based executive compensation, alongside evolving executive incentive plans and clawback policies in executive compensation, enables firms to better assess both candidate expectations and client needs.</p>
<h2><span style="color: #e03e2d;">Conclusion</span></h2>
<p>Remaining up to date on C-suite compensation 2025 trends, grounded in leading sources, is more important than ever for executive search firms. Awareness of evolving CEO and executive salary benchmarks, pay ratios, and incentive structures ensures recruiters can guide both candidates and organizations effectively.</p>

C-Suite Compensation Trends in 2025: What Executive Search Professionals Need to Know

This resume template is built specifically for senior Private Equity–backed executives 

Resume Template

CFOs in the HVAC services sector play a pivotal role in driving financial strategy, operational efficiency, and overall business growth. Yet, many miss key opportunities when it comes to how they present themselves on their resumes. Here are three of the most common mistakes CFOs make—and how to correct them.

<h3><span style="color: #e6332a;">1. Focusing Too Much on Accounting Tasks</span></h3>
<p>Too often, CFOs list out responsibilities like &ldquo;managed financial operations&rdquo; or &ldquo;oversaw accounting processes.&rdquo; While these are important, they don&rsquo;t show the real impact you&rsquo;ve made.</p>
<p>Instead, shift the focus to strategic financial leadership. For example:</p>
<ul>
<li>Implemented cost-saving initiatives, reducing operational expenses by 20%</li>
<li>Led financial restructuring, improving cash flow by $5M annually</li>
</ul>
<h3><span style="color: #e6332a;">2. Not Including Measurable Outcomes</span></h3>
<p>A strong CFO resume should clearly show how you've moved the needle. Generic phrases don&rsquo;t cut it. Include specific figures and results to showcase your impact.</p>
<ul>
<li>Increased revenue by $20M</li>
<li>Completed 6 acquisitions over a five-year period</li>
<li>Integrated new acquisitions, improving EBITDA by $8M</li>
</ul>
<h3><span style="color: #e6332a;">3. Leaving Out Mergers, Acquisitions, and Expansion Work</span></h3>
<p>If you&rsquo;ve led M&amp;A efforts or driven geographic or operational expansion, highlight it. This is a major value-add in the HVAC sector.</p>
<ul>
<li>Led and integrated acquisitions, improving revenue by $25M and EBITDA by $15M</li>
</ul>
<h3><span style="color: #e6332a;">Final Thoughts</span></h3>
<p>Your resume should reflect your strategic contributions&mdash;not just your responsibilities. Focus on measurable impact, major business initiatives, and the growth you&rsquo;ve delivered.</p>
<p>Questions? Feel free to reach out using the contact details below.</p>

3 Common Resume Mistakes HVAC Services CFOs Make (and How to Fix Them)

Chief Executive Officers in the HVAC services industry often bring years of hands-on experience and operational know-how. But when it comes to their resumes, many fail to showcase that experience in the right way.  Here are three of the most common mistakes we see:

<h3><span style="color: #e6332a;">1. Overly Technical Focus</span></h3>
<p>Many HVAC CEOs have risen through the ranks from technical or engineering roles. But their resumes often reflect that background too heavily. Instead of sounding like a leader driving business results, they come across more like senior engineers. While technical expertise is valuable, resumes at this level should highlight business growth, leadership, and strategic impact.</p>
<h3><span style="color: #e6332a;">2. Ignoring Leadership and Culture</span></h3>
<p>A CEO&rsquo;s role goes far beyond operations. Yet many HVAC executives overlook their contributions to leadership development and culture building. Highlighting efforts to create a positive workplace culture, build high-performing teams, or roll out leadership development plans is critical&mdash;especially when growth is the goal.</p>
<h3><span style="color: #e6332a;">3. Missing Metrics That Matter</span></h3>
<p>Too many resumes rely on responsibilities rather than results. A strong CEO resume should include tangible outcomes like:</p>
<ul>
<li>Increased revenue by 40% in the first year</li>
<li>Improved gross margin by 15% year-on-year</li>
<li>Boosted repeat business by 30%</li>
<li>Scaled team from 50 to 150 in two years</li>
</ul>
<p>These figures show impact, not just effort&mdash;and that&rsquo;s what sets standout resumes apart.</p>
<p>If you have questions or want help refining your executive resume, feel free to get in touch using the details below.</p>

3 Common Resume Mistakes HVAC CEOs Make (and how to fix them)

Hiring the right operating partner is crucial for driving value in portfolio companies. Private equity firms rely on these professionals to implement effective strategies, optimize operations, and maximize returns. If you're evaluating an operating partner, here are five key questions to ask during the interview process:

<ol start="1" data-spread="true" data-pm-slice="3 1 []">
<li>
<h4><span style="color: #e6332a;">What value creation strategies have you deployed and what were the outcomes?</span></h4>
<p>Understanding an Operating Partner's past strategies and their impact provides insight into their ability to generate real, measurable value. Ask for specific examples of initiatives they have implemented, how they were executed, and what results they delivered in terms of revenue growth, EBITDA improvements, or enhanced operational efficiencies.</p>
</li>
<li>
<h4><span style="color: #e6332a;">How do you balance the player versus coach role?</span></h4>
<p>Operating Partners often toggle between being hands-on (players) and guiding management teams (coaches). It's essential to understand their approach to leadership when they choose to intervene directly, and when they step back. Their response will reveal their adaptability and ability to work effectively with portfolio company executives.</p>
</li>
<li>
<h4><span style="color: #e6332a;">How do you identify key constraints in portfolio companies?</span></h4>
<p>A strong Operating Partner must quickly diagnose challenges and inefficiencies within a business. Whether it&rsquo;s a bottleneck in supply chain operations, inefficiencies in sales processes, or leadership gaps, their ability to pinpoint constraints is a key driver of value creation.</p>
</li>
<li>
<h4><span style="color: #e6332a;">Once constraints are identified, how do you prioritize those with the biggest impact on ROI?</span></h4>
<p>Not all constraints are equal. A great operating partner knows how to prioritize issues that will yield the highest return on investment. This includes evaluating which constraints will have the most significant effect on exit multiples, revenue growth, or EBITDA. Ask them about their decision-making process across different industries and business models.</p>
</li>
<li>
<h4><span style="color: #e6332a;">How do you assess and select key executives for portfolio companies?</span></h4>
<p>People drive business success. The ability to identify, assess, and recruit the right Chief Executive Officers (CEOs), Chief Financial Officers (CFOs), and Chief Operating Officers (COOs) is a critical skill for any operating partner. Understanding their selection process provides insight into their ability to build high-performing leadership teams.</p>
</li>
</ol>
<h4><span style="color: #e6332a;">Finding the Right Operating Partner</span></h4>
<p>Hiring the right Operating Partner can significantly impact the success of your portfolio companies. At Raw Selection, we specialize in identifying top-tier Operating Partners who drive measurable results.&nbsp;</p>

Five Essential Questions to Ask Every Operating Partner in a Private Equity Interview

Operating partners play a crucial role in private equity firms, driving value creation and optimizing portfolio companies for success. Yet, despite their expertise, many struggle to answer one key interview question effectively:  “What is your value creation strategy?”  Having interviewed hundreds of operating partners, we’ve seen this question trip up even the most seasoned professionals. The issue isn’t a lack of capability, it’s a failure to articulate strategy in a way that resonates with private equity investors.

<h3><span style="color: #e6332a;">How to Nail Your Answer</span></h3>
<p>To stand out in a competitive hiring process, follow this structured approach:</p>
<h4><span style="color: #e6332a;">1. Identify Key Constraints</span></h4>
<p>Most executives jump straight to solutions. Instead, start by explaining how you identify constraints within a portfolio company. PE firms want to see your analytical approach, how do you determine the biggest bottlenecks affecting growth?</p>
<h4><span style="color: #e6332a;">2. Measure ROI Before Acting</span></h4>
<p>Once you've identified constraints, outline how you prioritize them based on potential return on investment (ROI). Private Equity firms want to know that your strategy is data-driven, not just based on instinct or past experience.</p>
<h4><span style="color: #e6332a;">3. Leverage Your Playbook</span></h4>
<p>Investors want to see a repeatable, structured approach to value creation. Highlight how you use a playbook to guide execution and ensure consistency across different companies and industries.</p>
<h4><span style="color: #e6332a;">4. Coach, Don&rsquo;t Just Execute</span></h4>
<p>One common mistake operating partners make is acting as an extension of the management team rather than a strategic guide. Show how you empower portfolio executives to execute strategies rather than stepping in to do the work yourself. This ensures long-term impact and protects the firm&rsquo;s exit multiple.</p>
<h4><span style="color: #e6332a;">5. Showcase Results &amp; Impact</span></h4>
<p>PE firms invest based on measurable outcomes. Be specific&mdash;share examples of cost savings, efficiency improvements, revenue growth, or successful integrations. Use hard data to back up your claims.</p>
<h4><span style="color: #e6332a;">6. Reflect &amp; Adapt</span></h4>
<p>Finally, demonstrate your ability to learn and improve. What did you take away from past experiences? How has your strategy evolved across different industries? Showing adaptability signals that you&rsquo;re a valuable long-term asset.</p>
<p>Stand Out in Your Next PE Interview</p>
<p>By structuring your response around these key steps, you&rsquo;ll position yourself as a strategic thinker who can deliver measurable results.</p>
<p>Looking for your next opportunity in Private Equity? Raw Selection specializes in placing top Operating Partners, reach out to our Founder and Managing Partner:&nbsp;</p>
<h4><span style="color: #e6332a;">T: </span>+1 954 928 9748</h4>
<h4><span style="color: #e6332a;">E:</span> alex.rawlings@raw-selection.com</h4>

What makes a great Private Equity Vice President can vary from firm to firm, depending on each firm's unique challenges and objectives. However, there are key traits and factors that consistently define top-performing Private Equity Vice Presidents.

<h3><span style="color: #e03e2d;">Key Areas Defining a Top Private Equity Vice President&nbsp;</span></h3>
<h3><span style="color: #e03e2d;">1. Strong Investment Acumen&nbsp;</span></h3>
<p>The "great" Vice Presidents can source, analyze, and execute investment opportunities effectively. They need to be EXPERTS in financial modeling, valuations, and due diligence. Also needing a deep understanding of industry trends and market research. We&rsquo;ve compiled valuable market research for you, <span style="color: #ecf0f1;"><strong><a style="color: #ecf0f1;" href="https://www.raw-selection.com/market-reports/">click here to see more.</a></strong></span></p>
<h3><span style="color: #e03e2d;">2. Experience in Deal Sourcing and Execution&nbsp;</span></h3>
<p>A-player Private Equity Vice Presidents have completed several deals and have been involved in all stages, from sourcing the deal to executing the exit strategy. They are experts in deal structuring and execution, with strong knowledge of capital structures, financing, and risk assessment.</p>
<h3><span style="color: #e03e2d;">3. Strong Portfolio Management and Value Creation Experience&nbsp;</span></h3>
<p>Vice Presidents will be able to work closely with portfolio company executives to drive operational improvements, optimize performance, and increase revenue. Their ability to influence and guide teams will be a huge part of the portfolio's success!<span style="color: #000000;"><strong> <span style="color: #ecf0f1;"><a style="color: #ecf0f1;" href="https://youtu.be/uYvPvkyNydo?si=9HM_r8B-GXMTeRih">Watch this Private Equity Podcast epsiode to hear more about portfolio management and value creation.</a></span></strong></span></p>
<h3><span style="color: #e03e2d;">4. Leadership and Mentoring</span></h3>
<p>Great Vice Presidents demonstrate strong leadership skills, guiding and mentoring associates and analysts within their team. They provide strategic insights and ensure high-quality work is produced. Their ability to lead by example sets them apart.</p>
<h3><span style="color: #e03e2d;">5. Ability to Take on Responsibility and Play a Versatile Role</span></h3>
<p>Top-performing Vice Presidents continuously seek more responsibility and have the ability to work across different levels of the deal team. They adapt to <span style="color: #ecf0f1;">ensure the success of each deal.</span></p>
<h3><span style="color: #e03e2d;">Looking for your next Vice President Role?&nbsp;</span></h3>
<p>We place Vice Presidents in Private Equity firms across Europe and North America, if you are looking for your next Vice President then reach out to us!&nbsp;</p>
<p>Haleema Hussain is the Vice President of our Private Equity division, reach out to her on the following details:</p>
<p><strong>Email: haleema.hussain@raw-selection.com</strong></p>
<p><strong>Phone: +1 754 218 8690</strong></p>

What Makes a Great Vice President: Key Leadership Skills

Chief Operating Officers (COOs) in the HVAC services industry are responsible for driving operational efficiencies, scalability, and profitability. However, despite their strategic role, many HVAC COOs make critical resume mistakes that can weaken their positioning. Here are some of the most common mistakes we’ve identified and how to correct them.

<h3 data-start="473" data-end="518"><span style="color: #e03e2d;">1. Failing to Highlight Strategic Impact</span></h3>
<p>Many HVAC COOs list tasks like "managed field technicians" or "oversaw service operations," but fail to demonstrate their strategic contributions to the business. Instead, it&rsquo;s crucial to highlight specific achievements that showcase your impact on company performance.</p>
<p><span style="color: #e03e2d;"><strong data-start="791" data-end="806">What to do:</strong></span><br data-start="806" data-end="809">Focus on operational improvements that resulted in measurable outcomes. For example:</p>
<ul data-start="895" data-end="1048">
<li data-start="895" data-end="986"><strong data-start="897" data-end="986">Implemented an operational restructuring that improved service response times by 30%.</strong></li>
<li data-start="987" data-end="1048"><strong data-start="989" data-end="1048">Scaled operations to support a 50% increase in revenue.</strong></li>
</ul>
<p>HVAC is an efficiency-driven industry, so numbers matter. A COO&rsquo;s resume should reflect how they drove cost savings or revenue growth.</p>
<h3 data-start="1186" data-end="1222"><span style="color: #e03e2d;">2. Lack of Quantifiable Metrics</span></h3>
<p>Another common mistake is not showing concrete data that backs up a COO's success. In the HVAC industry, it&rsquo;s important to demonstrate how your actions contributed to tangible business results, whether it&rsquo;s in reducing costs or increasing revenue.</p>
<p><span style="color: #e03e2d;"><strong>What to do:</strong></span><br data-start="1488" data-end="1491">Ensure you include measurable metrics that demonstrate your impact. Examples include:</p>
<ul data-start="1578" data-end="1865">
<li data-start="1578" data-end="1661">Cost savings: Reduced operational costs by 15% through process optimizations.</li>
<li data-start="1662" data-end="1762">Revenue growth: Expanded service coverage to increase revenue from $25 million to $50 million.</li>
<li data-start="1763" data-end="1865">Customer service improvement: Improved NPS score from 60 to 85 by streamlining service dispatch.</li>
</ul>
<p>These quantifiable metrics showcase your ability to drive real change and growth.</p>
<h3 data-start="1950" data-end="2003"><span style="color: #e03e2d;">3. Overlooking Talent and Leadership Development</span></h3>
<p>HVAC businesses heavily rely on skilled technicians and strong leadership. Yet many COOs fail to highlight their efforts in technician training, leadership development, and workforce retention.</p>
<p><strong>What to do:</strong><br data-start="2215" data-end="2218">Demonstrate how you&rsquo;ve made a difference in growing and developing the workforce. Examples include:</p>
<ul data-start="2319" data-end="2522">
<li data-start="2319" data-end="2407"><strong data-start="2321" data-end="2344">Workforce expansion</strong>: Increased technician workforce by 40% to meet service demand.</li>
<li data-start="2408" data-end="2522"><strong data-start="2410" data-end="2434">Training initiatives</strong>: Implemented a technician upskilling program, resulting in a 25% reduction in turnover.</li>
</ul>
<p>A strong COO not only manages the operational side of the business but also invests in the growth of the team.</p>
<p>By avoiding these mistakes and focusing on your strategic contributions, quantifiable achievements, and leadership development efforts, you&rsquo;ll set yourself apart as a COO who has made a lasting impact on the business.&nbsp;</p>
<p>If you are looking for a Chief Operating Officer role, we specialise in connecting Private Equity firms and their portfolio companies with top talent and we we would love to help you find your next role.&nbsp;</p>

Common Resume Mistakes of Chief Operating Officers in the HVAC Services Industry

Private Equity Partners and Managing Directors are expected to demonstrate top-tier financial acumen, strategic leadership, and investment expertise. However, many fail to effectively showcase these qualities in their resumes, leading to missed opportunities.

<p>Below are some of the most common mistakes seen in Private Equity Partner and Managing Director-level resumes, along with actionable ways to fix them.</p>
<h3><span style="color: #e03e2d;">1. Failing to Provide Quantifiable Results</span></h3>
<p>One of the biggest mistakes is listing responsibilities without quantifying achievements. Private equity firms want to see what you&rsquo;ve accomplished, not just what you&rsquo;ve done. For example, instead of stating that you&rsquo;ve completed several investments, highlight the IRR percentage or value creation post-acquisition. Providing concrete metrics demonstrates your direct impact on investments.</p>
<h3><span style="color: #e03e2d;">2. Listing Responsibilities Instead of Impact</span></h3>
<p>A strong resume should highlight value creation, not just job duties. Instead of writing generic statements like, <em>"Managed deal sourcing and due diligence,"</em> specify the results:<br>✅ <em>"Sourced and led the acquisition of X company, resulting in a 40% EBITDA increase post-acquisition."</em><br>This approach makes it clear how your contributions drive business success.</p>
<h3><span style="color: #e03e2d;">3. Not Showcasing Investor Relations and Fundraising Experience</span></h3>
<p>At the partner level, competition is intense. Failing to highlight LP relationship management and fundraising experience can cost you opportunities. If you've played a role in capital raising, managed investor relations, or secured commitments from LPs, explicitly include these details in your resume.</p>
<h3><span style="color: #e03e2d;">4. Using a Generic Resume for All Opportunities</span></h3>
<p>A one-size-fits-all approach won&rsquo;t work, especially for generalist investors. Each private equity firm has a unique investment strategy, and your resume should reflect the experience that aligns best with the firm&rsquo;s focus. Tailoring your resume ensures you highlight relevant skills and deal experience for each opportunity.</p>
<h3><span style="color: #e03e2d;">5. Poorly Showcasing Deal Experience</span></h3>
<p>Instead of mentioning one or two deals without details, create a dedicated deal sheet. Include key transactions, your role, and their impact. Highlight MOIC, EBITDA growth, and other performance metrics to illustrate your track record effectively. A well-structured deal sheet provides a clearer picture of your investment expertise.</p>
<h3><span style="color: #e03e2d;">Final Thoughts</span></h3>
<p data-pm-slice="1 1 []">Your resume is a crucial tool in securing your next role. By avoiding these common mistakes and focusing on quantifiable achievements, investor relations, and tailored applications, you can stand out in the competitive private equity market.</p>
<p data-pm-slice="1 1 []">If you are looking for a new role within private equity or hiring for your team then reach out to us at Raw Selection -&nbsp;</p>
<p data-pm-slice="1 1 []">T: <span style="mso-fareast-language: EN-GB;">+1 754 218 8690</span></p>
<p data-pm-slice="1 1 []">E: <span style="mso-fareast-language: EN-GB;"><a href="mailto:haleema.hussain@raw-selection.com">haleema.hussain@raw-selection.com</a></span></p>

Common Resume Mistakes Private Equity Partners and Managing Directors Make (and How to Fix Them)

Interviewing for an Operating Partner role at a Private Equity firm? The right questions can reveal whether the firm values your expertise, understands your role, and has a clear framework for success. Here are three key questions to ask:

<h3><span style="color: #e03e2d;">1. What Does Success Look Like in This Role?</span></h3>
<p>This is a must-ask question for any interview, regardless of job title. A strong answer should clearly define what success looks like for an Operating Partner within the firm.</p>
<ul data-spread="false">
<li>Does the firm have a structured understanding of what they expect from you?</li>
<li>Have they mapped out what "good" or "great" performance looks like?</li>
</ul>
<p>Be cautious of firms that struggle to answer this. It could indicate a lack of preparation or a firm that is still figuring out how to integrate Operating Partners effectively. This role is still evolving in many firms, but they should clearly know the outcomes they want you to drive.</p>
<h3><span style="color: #e03e2d;">2. How Do You Measure an Operating Partner's Contributions at Both the Private Equity and Portfolio Company Levels?</span></h3>
<p>At the portfolio company level, measuring success is relatively straightforward&mdash;implementing playbooks, driving value creation, increasing EBITDA, and ultimately improving exit multiples. However, the real insight comes from how the firm values your contribution at the Private Equity level.</p>
<p>Many Operating Partners express frustration about feeling like a "second-class citizen" in the firm. Instead of asking directly, use this question to gauge:</p>
<ul data-spread="false">
<li>Does the firm integrate Operating Partners into its strategic decision-making?</li>
<li>Are Operating Partners valued beyond just execution work at the portfolio level?</li>
<li>Will you have a seat at the table for due diligence, investment decisions, and firm-wide strategy?</li>
</ul>
<p>A weak or dismissive answer could signal a lack of appreciation for your role.</p>
<h3><span style="color: #e03e2d;">3. What Is the Process for Developing and Deploying the Value Creation Plan?</span></h3>
<p>Your job is to execute value creation, but this question helps uncover:</p>
<ul data-spread="false">
<li>Does the firm have a structured approach, or is it driven by individual investors?</li>
<li>Are Operating Partners given a voice in shaping strategy, or are they simply executing pre-set mandates?</li>
<li>Is decision-making centralized with a managing partner, slowing down execution?</li>
</ul>
<p>Some PE firms still operate with a highly centralized structure, where even minor value-creation initiatives require approval from senior leadership. This can lead to inefficiencies and frustration. Understanding the firm&rsquo;s process will help you assess whether you&rsquo;ll have the autonomy and influence needed to drive real impact.</p>
<h3><span style="color: #e03e2d;">Final Thoughts</span></h3>
<p>Asking the right questions ensures you&rsquo;re stepping into a role where you can succeed. If you&rsquo;re an Operating Partner exploring new opportunities, reach out to Raw Selection, we specialize in connecting top talent with leading Private Equity firms!&nbsp;</p>
<p>&nbsp;</p>

3 Essential Interview Questions Every Operating Partner Should Ask a Private Equity Firm

Having interviewed hundreds of operating partners, I’ve noticed several common mistakes that don’t make it onto their resumes—but should.

<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">Common Resume Mistakes Operating Partners Make &ndash; And How to Fix Them</span></h3>
<p data-pm-slice="1 1 []">Having interviewed hundreds of operating partners, I&rsquo;ve noticed several common mistakes that don&rsquo;t make it onto their resumes&mdash;but should. If you&rsquo;re an operating partner looking to stand out to private equity firms, here&rsquo;s what you need to include:</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">1. Not Listing the Portfolio Companies You&rsquo;ve Worked With</span></h3>
<p data-pm-slice="1 1 []">The most common mistake I see is not actually including the portfolio companies that you&rsquo;ve worked with. Private equity investors want to know which businesses you&rsquo;ve had hands-on experience with, so make sure to list them.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">2. Not Highlighting the Impact of Your Value Creation Strategies</span></h3>
<p data-pm-slice="1 1 []">It&rsquo;s not enough to say you implemented value creation strategies&mdash;you need to show their impact. Did you improve EBITDA? By how much? If confidentiality restricts you from sharing exact figures, use percentage increases instead. Detail the ERP implementations you led and how you supported portfolio companies in achieving their goals. List the playbooks you deployed and be as specific as possible about the value you drove.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">3. Not Specifying the Industries You&rsquo;ve Operated In</span></h3>
<p data-pm-slice="1 1 []">Private equity investors like similarity. They want to know that if you&rsquo;re stepping into a new role, you understand the industries and have experience in those spaces. Even if you were a consultant or CXO before becoming an operating partner, they want to see what industries you&rsquo;ve been engaged in over the past 5, 10, or 15 years. If applicable, also list the specific products or services you&rsquo;ve worked with.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">4. Not Including Interim Assignments</span></h3>
<p data-pm-slice="1 1 []">Operating partners are regularly pulled into portfolio companies for interim leadership roles. Private equity firms appreciate this because it saves them the cost of hiring interim executives, which can be expensive. If you&rsquo;ve taken on any short-term assignments, list them&mdash;along with the impact you had during your time in those roles.</p>
<p>Making these changes can significantly strengthen your resume and make you more attractive to private equity firms.</p>
<p>If you&rsquo;re an operating partner and found this helpful, <span style="color: #ecf0f1;"><a style="color: #ecf0f1;" href="https://www.youtube.com/@RawSelection"><strong>subscribe to our YouTube channel</strong></a></span> to get notified about upcoming content tailored for you!&nbsp;</p>

Common Resume Mistakes Operating Partners Make – And How to Fix Them

Every Operating Partner should be able to answer these 3 questions in Private Equity Interviews 

<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">3 Questions Every Operating Partner Must Be Able to Answer in Private Equity Interviews&nbsp;</span></h3>
<p data-pm-slice="1 1 []">Having worked with private equity firms across Europe and North America to secure the very best operating partners, these are the three questions you should be able to answer.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">1. How do you identify key constraints within each portfolio company?</span></h3>
<p data-pm-slice="1 1 []">The very best executives in any private equity-backed portfolio company can pinpoint the key constraints holding the business back. If resolved and focused on consistently, these constraints would deliver the highest return on investment, driving revenue, EBITDA, and overall growth.</p>
<p>As an operating partner, your ability to answer this question is critical. Not every portfolio company has top-tier executives who can identify these constraints themselves. That&rsquo;s where your playbook comes in&mdash;how you support those executives in recognising and tackling these roadblocks is key.</p>
<p>The crucial caveat? This must be data-led. If you don&rsquo;t have the data, that is the place to start.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">2. How do you build strong relationships with your portfolio companies?</span></h3>
<p data-pm-slice="1 1 []">One of the biggest challenges operating partners face is the breakdown of relationships with portfolio company leadership. CEOs, CFOs, and COOs often see the operating partner as the &ldquo;snitch&rdquo; for the private equity firm&mdash;there to catch them out rather than support them.</p>
<p>The best operating partners build strong relationships with portfolio companies and bridge the gap between investor and operator. They help private equity firms foster better engagement with their portfolio businesses and, in turn, strengthen the company&rsquo;s leadership team.</p>
<p>Your ability to communicate how you bridge this gap, build trust, and back executives is vital. Of course, this must be balanced&mdash;if the wrong executive is in place, you need to gain buy-in from the portfolio company to make the necessary leadership changes and drive the business to a successful liquidity event.</p>
<h3 data-pm-slice="1 1 []"><span style="color: #e03e2d;">3. How do you document and deploy your playbooks?</span></h3>
<p data-pm-slice="1 1 []">A major focus in private equity is value creation, and the best value creation strategies are executed through well-documented playbooks. These playbooks stem from an operating partner&rsquo;s experience&mdash;tried and tested during their operating or consulting career and further refined in private equity.</p>
<p>When an operating partner doesn&rsquo;t have documented playbooks and keeps everything in their head, it raises concerns for private equity firms. Not only does this make it harder to articulate strategies clearly, but it also limits the ability to scale and deploy those strategies effectively across portfolio companies.</p>
<p>Another key challenge? Ensuring operating partners don&rsquo;t do the work for the executive team. While not every private equity-backed business has a top-tier leadership team, and some may be in transition, the best operating partners empower teams to execute initiatives themselves. They tailor playbooks to each business, build consensus with the leadership team, and support execution with structured interventions at key phases to ensure the right course of action.</p>
<p data-pm-slice="1 1 []"><strong>If you&rsquo;re an operating partner exploring your next career step in private equity, please reach out to us. We&rsquo;d love to play our small part in helping you navigate your next move.</strong></p>

3 Questions Every Operating Partner Must Be Able to Answer 

3 Essential Traits Every Private Equity Operating Partner Must Have

<h2><span style="color: #e6332a;">3 Essential Traits Every Private Equity Operating Partner Must Have</span></h2>
<h4><span style="color: #e6332a;">Number One: A Coaching Mentality</span></h4>
<p><span style="color: #000000;">Many operating partners remain stuck in operating mode. This is especially common in the lower middle market, where operating partners are often ex-CXOs transitioning to working directly with private equity firms. The role of an operating partner is akin to a board role but with additional responsibilities at the private equity level.</span></p>
<p><span style="color: #000000;">However, if you remain stuck in operator mode, you risk alienating the CXOs within the portfolio companies. This approach can significantly affect the exit multiple potential because the expertise remains with you, instead of empowering others. This undermines the effective role of an operating partner and forces you to essentially function as a CXO in a portfolio company.</span></p>
<p><span style="color: #000000;">Operating partners need to hone the skill of coaching. They must develop their people, improve how they operate, and ensure responsibilities are effectively managed by the portfolio company&rsquo;s executives.</span></p>
<h4><span style="color: #e6332a;">Number Two: Documented Playbooks</span></h4>
<p><span style="color: #000000;">The best operating partners have exceptional playbooks. Over my seven and a half years of role selection, the most effective executives I&rsquo;ve worked with are those who have documented playbooks they can deploy into portfolio companies. These playbooks are designed to guide C-suite executives in their implementation.</span></p>
<p><span style="color: #000000;">For example, if it&rsquo;s a financial reporting playbook, the operating partner supports the CFO in executing it. If it&rsquo;s an operational improvement playbook, the CLO receives support to implement it. These playbooks drive EBITDA improvements, enhance baseline fundamentals, and boost exit multiples by reducing key person risk&mdash;whether from the private equity firm or the C-suite team. Processes become embedded into the business, creating long-term stability and growth.</span></p>
<h4><span style="color: #e6332a;">Number Three: Staying Out of the Limelight</span></h4>
<p><span style="color: #000000;">Transitioning from CXO to operating partner means stepping away from the spotlight. It&rsquo;s no longer about what you&rsquo;ve done or achieved. Instead, your role is about implementing processes and improvements in the business and training executives to drive these changes. Success becomes about making the executives in your portfolio companies shine.</span></p>
<p><span style="color: #000000;">In a private equity podcast, I interviewed Jeffrey Stark, who transitioned from chief executive (four times over in private equity-backed exits) to operating partner. He described his role as being about making the chief executive look as good as possible. His mentor had taught him that his role involved:</span></p>
<ul>
<li><span style="color: #000000;">Preparing the chief executive for board meetings, ensuring they can handle tough questions effectively.</span></li>
<li><span style="color: #000000;">Anticipating challenges and coaching the chief executive through them.</span></li>
<li><span style="color: #000000;">Supporting the chief executive without stepping into the limelight.</span></li>
</ul>
<p><span style="color: #000000;">Jeffrey&rsquo;s role was to make the executive&rsquo;s success the focus. Think of the coach who guided Mike Tyson to his first world title. Most people remember Tyson&rsquo;s victory, but few remember the coach behind it. That&rsquo;s the essence of being an operating partner&mdash;empowering others to achieve exceptional results.</span></p>
<p><span style="color: #000000;">If you&rsquo;re an operating partner exploring new opportunities within a private equity setting, please reach out to us at Raw Selection. We handle numerous appointments every year and would love to assist you in securing your next step.</span></p>

HVAC Scorecard 

Despite the pause in deal-making in 2022, strong corporate deal activity is expected to rebound for the rest of 2023 and 2024, particularly in the pharmaceutical and medical technology segments. The potential for growth, coupled with the patent cliff in biopharma, makes these sectors promising candidates for future M&A.

<p>In 2022, corporate healthcare deal activity experienced a decline due to companies exercising caution in the face of uncertainties within debt and equity markets. While the provider sector saw an increase in deal value, the pharmaceutical, payer, and medical technology sectors observed a decrease in total deal value.</p>
<p>Despite this pause in deal-making, strong corporate deal activity is expected to rebound throughout the rest of 2023 and into 2024, particularly in the pharmaceutical and medical technology segments. The potential for growth and the patent cliff in biopharma make these sectors promising candidates for future M&amp;A.</p>
<h3><span style="color: #e03e2d;">Healthcare Private Equity Resilience:</span></h3>
<p>Historically, healthcare private equity has exhibited resilience during economic downturns, often yielding compelling returns. However, the current macroeconomic landscape presents unique challenges, including inflationary pressures and credit constraints. The healthcare private equity sector is navigating these challenges, with a specific focus on the provider space, where the impact is most pronounced.</p>
<h3><span style="color: #e03e2d;">Shortchanged Patients and Market Consolidation:</span></h3>
<p>The concerns surrounding private equity&rsquo;s financial incentives and their potential impact on patients, market consolidation, and care costs are a hot topic. Expert panelists have discussed studies that indicate the adverse effects of private equity ownership in certain healthcare sectors. Concerns extend to issues such as short-term mortality rates, patient well-being, and operational changes that may not align with patient interests. The potential for market consolidation due to private equity investments has also been explored, raising concerns about antitrust issues and market power.</p>
<h3><span style="color: #e03e2d;">Private Equity Benefits and Challenges:</span></h3>
<p>While concerns exist, panelists also recognize the potential benefits of private equity investments in healthcare. These include access to growth capital for innovation, scalability of businesses, and the ability to enhance efficiency. However, these advantages must be weighed against potential downsides, including negative patient outcomes and antitrust considerations.</p>
<h3><span style="color: #e03e2d;">Regulatory Considerations:</span></h3>
<p>The discussion points to regulatory considerations, including the need for increased ownership transparency in healthcare-related private equity operations. The complexity of ownership structures in private equity ventures has led to calls for more transparency, especially in industries like nursing homes.</p>
<h3><span style="color: #e03e2d;">Conclusion:</span></h3>
<p>As the healthcare landscape evolves, private equity&rsquo;s role in the sector is under scrutiny. While private equity has shown resilience and potential benefits, concerns about patient care and market dynamics persist. Policymakers are urged to carefully evaluate the effects of private equity investments on patient outcomes, market competition, and regulatory frameworks.</p>
<h3><span style="color: #e03e2d;">Acknowledgments&nbsp;</span></h3>
<p>This report has been comprised using several&nbsp;reports, articles, and research that has been conducted and written in 2023. All data is accurate as of publication.</p>
<p>Sources used:</p>
<ul>
<li>Bain and Company</li>
<li>BMJ</li>
<li>Bakertilly</li>
<li>Private Equity International</li>
</ul>
<p>Raw Selection favors a meticulous approach to talent research. Our process for selecting the right talent means we can boast a 100% success rate for all our retained and engaged C-Suite clients, with 96% of placed candidates still in their roles after 12 months.</p>

Corporate M&A Trends: Healthcare

In Private Equity, a CEO’s ability to lead can significantly impact the success or failure of a portfolio company. While experience and knowledge matter, the very best CEOs possess traits that set them apart from the average. Below are five critical traits that can make a difference.

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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">SELF-AWARENESS</span></h3>
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<p>A standout CEO knows their strengths and weaknesses inside out. They make informed decisions based on this self-awareness, assembling strong teams to complement their skills. Beware of leaders who think they&rsquo;re infallible; adaptability and humility are key to navigating the complexities of private equity.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">PASSION AND DRIVE</span></h3>
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<p>The best CEOs exude passion for what they do. They inspire others with their energy and commitment, leaving a lasting impact on everyone they meet. Look for candidates who leave you energized after a conversation&mdash;a sign of genuine drive that fuels continuous growth.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">RESILIENCE</span></h3>
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<p>In the turbulent waters of private equity, setbacks are inevitable. A resilient CEO doesn&rsquo;t just bounce back; they thrive amidst challenges, rallying their team with unwavering determination. Their ability to persevere through adversity is a hallmark of effective leadership.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">DECISIVE NATURE</span></h3>
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<p>Time is money in private equity. CEOs who can make tough decisions swiftly and confidently are invaluable. Avoid leaders who procrastinate or shy away from difficult choices&mdash;delayed decisions can stunt growth and hinder progress.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">CONSTRUCTIVE FRUSTRATION</span></h3>
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<p>A somewhat unconventional trait, constructive frustration denotes CEOs who challenge the status quo with purpose. They push boundaries, driving ambitious growth agendas and questioning norms for the sake of progress. While their fervor may occasionally test patience, it often propels the business to new heights.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">CONCLUSION</span></h3>
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<p>Identifying and nurturing these qualities in potential CEOs can significantly enhance a portfolio business&rsquo;s success in the competitive realm of private equity. These traits go beyond technical skills, shaping leaders who not only manage but inspire and innovate.</p>
<p>For more insights on securing top-tier talent in private equity and venture capital, reach out to Alex Rawlings at Raw Selection. Let&rsquo;s propel your portfolio business towards unparalleled growth and success.</p>
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The 5 Traits of Exceptional CEOs in Private Equity

Embarking on an exploration of the growth trajectories of five leading Private Equity firms—Blackstone Group, CVC Capital Partners, KKR, The Carlyle Group, and Warburg Pincus

<h3><span style="color: #e6332a;">Growth Analysis</span></h3>
<p>Embarking on an exploration of the growth trajectories of five leading Private Equity firms&mdash;Blackstone Group, CVC Capital Partners, KKR, The Carlyle Group, and Warburg Pincus&mdash;this blog investigates their workforce dynamics and market positioning. Through an examination of these pivotal metrics, we aim to shed light on the intricate strategies driving expansion and talent management in the Private Equity sector, providing indispensable insights for industry observers and stakeholders navigating this dynamic landscape.</p>
<p><span style="color: #e6332a;"><strong>Blackstone Group</strong></span></p>
<p>Blackstone Group: With a workforce of 7039 employees, Blackstone has witnessed commendable growth rates of 26% over two years, 11% over one year, and 4% in the last six months. Yet, the median tenure of 2.7 years hints at a workforce that, while growing, experiences considerable churn.</p>
<p><strong><span style="color: #e6332a;">CVC Capital</span></strong></p>
<p>CVC Capital Partners: Boasting a workforce of 1120, CVC&rsquo;s growth metrics are staggering, showing increases of 45% over two years, 18% over one year, and 7% over six months. However, with a median tenure of 2.4 years, questions arise regarding the sustainability of such rapid expansion.</p>
<p><span style="color: #e6332a;"><strong>KKR</strong></span></p>
<p>KKR: With 1120 employees, KKR stands out with its meteoric rise, nearly doubling its workforce over two years with a growth rate of 91%. The 43% increase over one year and 21% over six months further underscore this trend. However, the median tenure of 1.8 years raises concerns about employee retention amidst such rapid scaling.</p>
<p><span style="color: #e6332a;"><strong>Carlyle Group</strong></span></p>
<p>The Carlyle Group: Employing 2605 individuals, Carlyle showcases more modest growth rates of 17% over two years, 4% over one year, and 1% over six months. Yet, its median tenure of 4.2 years suggests a stable workforce despite slower expansion.</p>
<p><span style="color: #e6332a;"><strong>Warburg Pincus</strong></span></p>
<p>Warburg Pincus: With 1308 employees, Warburg Pincus displays the most conservative growth rates among the analyzed firms, with increases of 6% over two years, 2% over one year, and 1% over six months. Notably, even during the peak of 2022&rsquo;s M&amp;A boom, growth remained subdued. The median tenure of 4.8 years reflects a commitment to retaining talent amidst restrained expansion.</p>
<h3><span style="color: #e6332a;">What We Learned?</span></h3>
<p>So, what do these numbers reveal?</p>
<p>Firstly, the recent slowdown in hiring across the board aligns with broader market trends. Factors such as challenging fundraising environments, sluggish M&amp;A activity, global economic uncertainties, and the specter of a U.S. election year contribute to a cautious approach to expansion.</p>
<p>However, within this broader narrative, individual firms exhibit distinct growth trajectories. While some, like KKR, pursue aggressive scaling strategies, others, such as Warburg Pincus, prioritize stability and retention over rapid expansion.</p>
<p>Moreover, the data underscores the critical importance of talent retention in an industry where human capital is paramount. Median tenure figures offer valuable insights into firms&rsquo; ability to cultivate a loyal and experienced workforce&mdash;a factor that directly impacts operational efficiency, deal execution, and long-term success.</p>
<h3><span style="color: #e6332a;">Conclusion</span></h3>
<p>In conclusion, these metrics not only provide a snapshot of current industry dynamics but also serve as barometers for strategic decision-making within Private Equity firms.&nbsp;</p>

Analyzing Growth Trends in Top Private Equity Firms

In the world of Private Equity, the concepts of “value creation” and “financial engineering” are crucial, yet it’s the role of Operating Partners that truly stands out as the catalyst for sustainable growth and differentiation.

<p>In the world of Private Equity, the concepts of &ldquo;value creation&rdquo; and &ldquo;financial engineering&rdquo; are crucial, yet it&rsquo;s the role of Operating Partners that truly stands out as the catalyst for sustainable growth and differentiation. In an era marked by expensive debt, heightened competition in deal origination, and the challenges of fundraising, the ability to unlock genuine value in portfolio companies has become more crucial than ever.</p>
<p>Value creation in PE transcends mere financial manipulation; it entails driving tangible, long-term growth that outpaces industry benchmarks and delivers real market returns. Achieving this requires a strategic focus on organic growth and the meticulous execution of value-enhancing initiatives. At the heart of this endeavor lie high-quality Operating Partners&mdash;seasoned executives with the acumen, experience, and vision to steer portfolio companies towards success.</p>
<p>So, how does one identify and enlist these invaluable allies in the pursuit of value creation? Here&rsquo;s a comprehensive guide:</p>
<p><span style="color: #e03e2d;"><strong>Define Your Needs:</strong></span>&nbsp;Before embarking on the search for Operating Partners, it&rsquo;s imperative to clearly define the specific expertise and skill sets required to complement your investment strategy and portfolio objectives.</p>
<p><span style="color: #e03e2d;"><strong>Tap Into Networks:</strong>&nbsp;</span>Leverage your existing network within the industry, including fellow investors, industry associations, and executive search firms specialized in PE. Seek referrals and recommendations from trusted sources with a track record of success.</p>
<p><span style="color: #e03e2d;"><strong>Evaluate Track Records:</strong></span>&nbsp;Look beyond impressive resumes and delve into the actual track records of potential Operating Partners. Scrutinize their past engagements, assessing their ability to drive operational improvements, foster growth, and maximize value within portfolio companies.</p>
<p><span style="color: #e03e2d;"><strong>Assess Cultural Fit:</strong></span>&nbsp;Cultural alignment between Operating Partners and your firm&rsquo;s values, vision, and investment philosophy is paramount. Evaluate candidates not only based on their expertise but also on their compatibility with your organizational culture and strategic objectives.</p>
<p><span style="color: #e03e2d;"><strong>Conduct Rigorous Due Diligence:</strong></span>&nbsp;Perform thorough due diligence on prospective Operating Partners, scrutinizing their professional background, reputation, and references. Assess their ability to navigate challenges, execute strategic initiatives, and deliver tangible results.</p>
<p><span style="color: #e03e2d;"><strong>Emphasize Partnership:</strong></span>&nbsp;Foster a collaborative partnership between Operating Partners and investment professionals within your firm. Encourage open communication, mutual respect, and shared accountability to maximize the impact of value creation initiatives.</p>
<p><strong><span style="color: #e03e2d;">Invest in Development</span>:</strong>&nbsp;Recognize that even the most seasoned Operating Partners can benefit from ongoing professional development and training. Invest in programs that enhance their skills, broaden their perspectives, and keep them abreast of emerging trends and best practices.</p>
<p><span style="color: #e03e2d;"><strong>Empower Autonomy:</strong></span> Empower Operating Partners with the autonomy and resources needed to drive meaningful change within portfolio companies. Provide them with the flexibility to implement tailored strategies and initiatives aligned with the unique needs and growth opportunities of each investment.</p>
<p>In conclusion, the role of Operating Partners in Private Equity extends far beyond financial engineering&mdash;it embodies the essence of true value creation.</p>

A Blueprint for Success with Operating Partners in Private Equity

In an inspiring episode of the Private Equity Podcast, host Alex Rawlings sits down with Ted Clark, an individual whose career trajectory embodies the essence of determination and strategic growth. Clark, who began his journey as a shipping clerk, eventually ascended to the CEO position of a company that he led to a staggering $1.4 billion enterprise value. This episode offers valuable insights into Clark’s approach to business growth, the power of Private Equity, and the importance of adaptability in one’s career.

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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">Ted Clark's Ascent: Key Takeaways</span></h3>
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<p>Ted Clark&rsquo;s story is not just about career progression; it&rsquo;s a testament to the transformative power of vision, dedication, and strategic partnerships. Throughout the podcast, Clark shares several nuggets of wisdom that are invaluable for aspiring leaders and entrepreneurs.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">The Power of Strategy and Private Equity</span></h3>
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<p>One of the most compelling aspects of Clark&rsquo;s narrative is his strategic approach to business growth. After ascending to the CEO position in a company that specialized in sealants and adhesives, Clark embarked on a mission to expand the business. He meticulously developed a business plan, focusing on a buy-and-build strategy in the fragmented adhesives and sealants industry. Clark&rsquo;s vision attracted Private Equity backing, which was crucial in scaling the business from $110 million to an impressive $500 million, eventually leading to a sale for just under $1.6 billion to HB Fuller.</p>
<p>Clark&rsquo;s journey underscores the importance of a well-thought-out strategy and the transformative impact of Private Equity investment. His ability to articulate a clear vision and align it with the right financial partners played a pivotal role in the company&rsquo;s exponential growth.</p>
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<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">The Importance of Learning and Adaptability</span></h3>
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<p>Another theme that resonates throughout the episode is the significance of continuous learning and adaptability. Starting as a shipping clerk, Clark did not let the lack of a formal college education deter him from pursuing higher positions. Instead, he leveraged every opportunity to learn and grow within the industry. His story is a powerful reminder that success is not confined to a single path and that practical experience combined with a relentless pursuit of knowledge can lead to remarkable achievements.</p>
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<div class="elementor-element elementor-element-a81de0a ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="a81de0a" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
<div class="elementor-widget-container">
<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">Strategic Acquisition and Integration</span></h3>
</div>
</div>
<div class="elementor-element elementor-element-61228e9 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="61228e9" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
<div class="elementor-widget-container">
<p>Clark&rsquo;s approach to acquisitions and integration offers critical lessons for businesses looking to expand through mergers and acquisitions. He emphasizes the importance of a disciplined strategy, focusing on acquisitions that align with the company&rsquo;s core markets and technologies. Moreover, Clark highlights the need for meticulous integration plans, ensuring that new acquisitions are seamlessly incorporated into the company&rsquo;s culture and operations.</p>
</div>
</div>
<div class="elementor-element elementor-element-383daf9 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="383daf9" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
<div class="elementor-widget-container">
<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">Leadership and Governance</span></h3>
</div>
</div>
<div class="elementor-element elementor-element-8b0613f ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="8b0613f" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
<div class="elementor-widget-container">
<p>Finally, Ted Clark&rsquo;s reflections on leadership and governance provide valuable insights into effective management and board dynamics. His experiences illustrate the importance of fostering a culture of transparency, accountability, and shared vision. Clark also discusses the significance of board governance in Private Equity-backed companies, emphasizing the role of the board in providing strategic guidance while empowering the management team to execute the vision.</p>
</div>
</div>
<div class="elementor-element elementor-element-087ce72 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="087ce72" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
<div class="elementor-widget-container">
<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">Conclusion</span></h3>
</div>
</div>
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<div class="elementor-widget-container">
<p>Ted Clark&rsquo;s journey from a shipping clerk to the CEO of a Private Equity-backed company that achieved a $1.4 billion enterprise value is not just inspiring; it is instructive. His story highlights the importance of strategy, the transformative potential of Private Equity, and the power of learning and adaptability in achieving career and business success. For aspiring leaders and entrepreneurs, Ted Clark&rsquo;s insights offer a roadmap for navigating the complexities of business growth and personal development.</p>
</div>
</div>
<div class="elementor-element elementor-element-c83febf ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="c83febf" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
<div class="elementor-widget-container">
<h3 class="elementor-heading-title elementor-size-default"><span style="color: #e03e2d;">If you haven't already...</span></h3>
</div>
</div>
<div class="elementor-element elementor-element-61b1dd5 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="61b1dd5" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
<div class="elementor-widget-container">
<p>You can listen to the podcast&nbsp;<a href="https://podcasts.apple.com/gb/podcast/how-to-grow-from-%2430m-to-%241-4bn-enterprise-value-from/id1541134935?i=1000642623242">here</a>.</p>
</div>
</div>

From Shipping Clerk to PE-Backed CEO: Ted Clark’s Journey to a $1.4 Billion Enterprise Value

The Private Equity industry in New York is a thriving ecosystem, particularly in the exclusive healthcare-focused sector. In this blog, we’ll delve into some fascinating facts and figures that shed light on the landscape, including the number of firms, professionals, and the role of women in the deal teams.

<h3><span style="color: #e03e2d;">Exclusive Healthcare-Focused Private Equity Firms: A Snapshot</span></h3>
<p>The Tristate area boasts an impressive 48 exclusive healthcare-focused private equity firms. Among these, Windrose Health Investors, Regal Healthcare Partners, and OrbiMed lead the pack, each with a robust headcount exceeding 45 professionals.</p>
<h3><span style="color: #e03e2d;">The People Behind the Numbers</span></h3>
<p>The industry is fueled by the expertise of around 630 exclusive healthcare-focused private equity professionals in the Tristate area. This skilled workforce plays a pivotal role in shaping the region&rsquo;s healthcare investment landscape.</p>
<h3><span style="color: #e03e2d;">Women in Private Equity</span></h3>
<p>Breaking down the numbers, we find that out of the 650 professionals, 113 are women, underlining the increasing representation of women in this traditionally male-dominated industry. Among these trailblazers, 65 women hold key positions in deal teams, showcasing their substantial influence in strategic decision-making.</p>
<h3><span style="color: #e03e2d;"><strong>Leaders in Diversity: Women at the Helm</strong></span></h3>
<p>Several firms stand out for their commitment to diversity, with women holding prominent roles in deal teams. Archimed, Athyrium Capital Management, Biospring Partners, Oberland Capital Management, and Windrose Health Investors are at the forefront, setting an example for fostering an inclusive environment in the private equity sphere.</p>
<h3><span style="color: #e03e2d;">Key Players in New York&rsquo;s Healthcare-Focused Private Equity Scene</span></h3>
<p>The top exclusive healthcare-focused private equity firms in the Tristate area include Windrose Health Investors, Regal Healthcare Partners, OrbiMed, Oberland Capital Management, Intandem Capital Partners, Hildred, Great Point Partners, Deerfield, Consonance Capital Partners, Biospring Partners, Avista Capital Partners, Athyrium Capital Management, Amulet Capital Partners, Altaris, and Archimed.</p>
<h3><span style="color: #e03e2d;">Conclusion</span></h3>
<p>As New York continues to be a hub for private equity activity, particularly in the healthcare sector, the numbers tell a compelling story of growth, diversity, and innovation. The presence of dedicated firms and professionals, coupled with the increasing role of women in deal teams, paints a promising picture for the future of healthcare investment.</p>
<p>In this dynamic landscape, firms like Windrose Health Investors, Athyrium Capital Management, and Biospring Partners are not only making waves with their substantial headcounts but also with their commitment to gender diversity. As the industry evolves, these key players are shaping the future of healthcare investment in New York and beyond.</p>
<p><em>All the information cited was extracted from our CRM system.</em></p>

Navigating the Landscape: Private Equity Powerhouses in New York’s Healthcare Sector

As we approach 2024, the private capital industry stands at a critical juncture, shaped by a confluence of global economic shifts, monetary policy changes, and evolving market dynamics. Reflecting on Warren Buffet's adage about the revealing nature of a receding tide, the sector now faces a reality check after a prolonged period of cheap debt and high returns. Our latest Global Perspectives piece delves into the current state of the private capital industry and its prospects as we look towards 2024.

<p>As we approach 2024, the private capital industry stands at a critical juncture, shaped by a confluence of global economic shifts, monetary policy changes, and evolving market dynamics.</p>
<p>Reflecting on Warren Buffet&rsquo;s adage about the revealing nature of a receding tide, the sector now faces a reality check after a prolonged period of cheap debt and high returns.</p>
<p>Our latest Global Perspectives piece delves into the current state of the private capital industry and its prospects as we look towards 2024.</p>
<h3><span style="color: #e03e2d;">Economic Context and Market Dynamics</span></h3>
<p>The landscape of 2022, characterised by a rapid increase in interest rates in response to surging inflation, set the stage for the current scenario. Central banks, notably the US Federal Reserve, have made significant policy shifts, moving away from near-zero interest rates to a more hawkish stance, marking the fastest rate hikes in modern history to a level that hasn&rsquo;t been seen in 22 years. These changes have profoundly impacted market volatility and asset valuations, leading to a sell-buy side gap.</p>
<p>Globally, the economic growth projections for 2024 remain cautious. Advanced economies are bracing for modest growth while emerging markets show more resilience. The long-term impacts of COVID-19, especially in China, continue to influence global trade and economic stability, alongside the persistent geopolitical tensions stemming from the Russia-Ukraine and Middle East conflicts.</p>
<h3><span style="color: #e03e2d;">Private Capital Industry Outlook</span></h3>
<p>Against this backdrop, the private capital industry has had to navigate many challenges. Market performance across tangible assets, stocks, and bonds has been mixed, with many assets undergoing significant repricing.</p>
<p>Private equity has witnessed a transformation, challenged by high interest rates and inflation. LPs have seen a liquidity crunch as portfolio company holding periods mature beyond the usual five-year investment horizon in a moribund exit market. With too few exits, the standard cash recycling model has slowed, leading to asset allocation limits being tested and a shortage of new liquidity available to meet fundraising targets.</p>
<p>The brake on returns applied by the testing macroeconomic environment has seen firms increasingly rely on sophisticated tools like continuation funds, NAV loans and deferred consideration solutions to manage market timing and liquidity issues, safeguarding high-value assets from untimely disposals. Another innovation in an area traditionally regarded as a succession planning tool has emerged by way of LP interest in GP stakes.</p>
<p>These tools have evolved from resilience and recovery mechanisms to a strategic portfolio management approach, enabling companies to realise their full potential.</p>
<p>Investment trends within the industry are also shifting. There&rsquo;s a growing focus on sectors like AI, energy transition, food security, med-tech and infrastructure, and supply chain diversification, reflecting a broader trend towards more sustainable and resilient economic models. Data centres, energy and private credit are also in favour of contrarian investors. The tightening of bank financing has opened new opportunities for private credit. With first-lien security and equity-type returns, there is a strong incentive to fill the gaps left by traditional lenders.</p>
<h3><span style="color: #e03e2d;"><strong>Investor Sentiment and Expectations</strong></span></h3>
<p>Investor expectations are adjusting to the new normal. The stellar returns of previous years are giving way to more tempered forecasts. However, this recalibration is positive. Investors are becoming more discerning, seeking opportunities that offer sustainable financial returns and align with broader economic and social goals.</p>
<h3><span style="color: #e03e2d;">Regulatory and Policy Development<strong>s</strong></span></h3>
<p>Regulation, particularly in the United States, has become more interventionist, focusing on Private Equity deals. In July, the FTC proposed changes that would automatically trigger regulatory scrutiny of PE involvement in transactions valued above $111.4 Mn. Again, in the US, CFIUS has been clearing fewer deals.</p>
<p>In the UK, the National Sensitive Investment (NSI) Act has been widened to include 17 categories of sensitive investment subject to government scrutiny.</p>
<p>In Europe, 18 of the 27 EU nations now have substantive FDI screening requirements, and new measures to address sustainability have been introduced through the Sustainable Finance Disclosure Regulation (SFDR).</p>
<p>Central banks&rsquo; policies, particularly around interest rates and monetary measures, are critical in influencing the private capital industry. Any shifts in these policies as economies stabilise or face new challenges will directly impact investment strategies.</p>
<p>The regulatory and policy changes highlighted above could redefine the operating landscape for private capital firms, emphasising the need for agility and foresight in investment decisions and requiring a re-appraisal of geographical and sector allocations.</p>
<h3><span style="color: #e03e2d;">Risk Assessment and Future Projections</span></h3>
<p>The risk of recessions in major economies like the US and Europe is a looming concern. Whilst many favour the soft-landing scenario, the industry must prepare for potential downturns, ranging from short and shallow to prolonged and deep.</p>
<p>Looking ahead the private capital industry appears poised to adapt and evolve. The possible end of the rate-tightening cycle offers some hope for stabilisation and recovery.</p>
<p>In conclusion, as we edge closer to 2024, the private capital industry is navigating a complex and rapidly evolving landscape. While challenges abound, from economic uncertainties to shifting investor expectations, the industry&rsquo;s adaptability and innovative approach position it to weather the current storm.</p>
<p>The focus on sustainable investment trends and the strategic use of portfolio management tools signals a resilient and forward-looking industry ready to embrace the opportunities and challenges of the coming year.</p>
<p>Do you want to re-arm your team and prepare for success in 2024? We supply top A-players to Private Equity firms and the businesses in their portfolio. Please contact Alex Rawlings at alex.rawings@raw-selection.com if you are a Private Equity professional seeking your next big move or if you are a company seeking your next top talent.</p>

Reflecting on 2023 and revving up for 2024

It’s 2024. It is time to build a team that can GUARANTEE you success. Raw Selection is a specialist search and selection firm, partnering exclusively with lower to middle-market Private Equity firms and their Portfolio companies We partner with Private Equity firms such as Blackford Capital, MiddleGround Capital, Archimed, Ventoux Industrial Holdings, Drum Capital, and many lower to middle-market firms. At Raw Selection, we stand behind our work and offer a unique guarantee. We only take a small upfront deposit which is 100% refundable if you aren’t satisfied with our work for ANY reason. Private Equity firms are turning to Raw Selection due to our unrivalled level of service, focus on delivery, and the low risk involved.

<p>It&rsquo;s 2024. It is time to build a team that can <strong><span style="color: #e03e2d;">GUARANTEE</span></strong> you success.</p>
<p>Raw Selection is a specialist search and selection firm, partnering exclusively with lower to middle-market Private Equity firms and their Portfolio companies</p>
<p>We partner with Private Equity firms such as Blackford Capital, MiddleGround Capital, Archimed, Ventoux Industrial Holdings, Drum Capital, and many lower to middle-market firms.</p>
<p>At Raw Selection, we stand behind our work and offer a unique guarantee. We only take a small upfront deposit which is 100% refundable if you aren&rsquo;t satisfied with our work for ANY reason. Private Equity firms are turning to Raw Selection due to our unrivaled level of service, focus on delivery, and the low risk involved.</p>
<h3><span style="color: #e03e2d;">Raw Selection&rsquo;s Guarantee:</span></h3>
<ul class="wp-block-list">
<li>Our guarantee is unique in the executive search market.</li>
<li>Track record of delivery on portfolio executive searches is second to none.</li>
<li>If you are not happy with our service, we will refund your upfront deposit.</li>
<li>Despite the offer, we have never had a client request a refund.</li>
</ul>
<h3><span style="color: #e03e2d;"><strong>Guarantee Details:</strong></span></h3>
<figure class="wp-block-table">
<table style="width: 53.2551%; height: 116px; border-collapse: collapse; border-color: #000000; border-style: solid;" border="1">
<thead>
<tr style="height: 20px;">
<td style="width: 68.6685%; border-color: #000000;"><span style="color: #e03e2d;"><strong>Services</strong></span></td>
<td style="width: 15.863%; border-color: #000000;"><span style="color: #e03e2d;"><strong>Contingent</strong></span></td>
<td style="width: 12.6941%; border-color: #000000;"><span style="color: #e03e2d;"><strong>Engaged</strong></span></td>
</tr>
</thead>
<tbody>
<tr style="height: 20px;">
<td style="width: 68.6685%; border-color: #000000;">Free replacement up to&hellip;</td>
<td style="width: 15.863%; border-color: #000000;">8 weeks</td>
<td style="width: 12.6941%; border-color: #000000;">6 months</td>
</tr>
<tr style="height: 20px;">
<td style="width: 68.6685%; border-color: #000000;">Candidate retention rate after 12 months</td>
<td style="width: 15.863%; border-color: #000000;">97.5%</td>
<td style="width: 12.6941%; border-color: #000000;">100%</td>
</tr>
<tr style="height: 20px;">
<td style="width: 68.6685%; border-color: #000000;">Upfront deposit money-back guarantee</td>
<td style="width: 15.863%; border-color: #000000;">N/A</td>
<td style="width: 12.6941%; border-color: #000000;">Yes</td>
</tr>
<tr style="height: 36px;">
<td style="width: 68.6685%; border-color: #000000;">Executive Search members working on your project</td>
<td style="width: 15.863%; border-color: #000000;">1</td>
<td style="width: 12.6941%; border-color: #000000;">3</td>
</tr>
</tbody>
</table>
</figure>
<h3><span style="color: #e03e2d;">Your Investment:</span></h3>
<p>Because of our outstanding track record with guaranteed proactive search (Engaged Service), we offer our clients a discount.</p>
<figure class="wp-block-table">
<table style="border-collapse: collapse; border-color: #000000; border-style: solid;" border="1">
<thead>
<tr>
<td style="border-color: #000000;"><span style="color: #e03e2d;"><strong>Services</strong></span></td>
<td style="border-color: #000000;"><span style="color: #e03e2d;"><strong>Contingent</strong></span></td>
<td style="border-color: #000000;"><span style="color: #e03e2d;"><strong>Engaged</strong></span></td>
</tr>
</thead>
<tbody>
<tr>
<td style="border-color: #000000;">Fee</td>
<td style="border-color: #000000;">35%</td>
<td style="border-color: #000000;">32%</td>
</tr>
<tr>
<td style="border-color: #000000;">Upfront deposit</td>
<td style="border-color: #000000;">0</td>
<td style="border-color: #000000;">$10,000</td>
</tr>
</tbody>
</table>
</figure>
<p>Do you want to re-arm your team and prepare for success in 2024? We supply top A-players to Private Equity firms and the businesses in their portfolio. Please contact Alex Rawlings at <a href="mailto:alex.rawings@raw-selection.com">alex.rawings@raw-selection.com</a> if you are a Private Equity professional seeking your next big move or if you are a company seeking your next top talent.</p>

The New Year means new careers

In the expansive realm of private capital, private equity and venture capital have long been the focal points of extensive research. However, a lesser-explored territory, growth equity, has recently garnered attention for its unique position between the two. A recent study, examining over 1,500 private UK companies from 2000 to 2021, sheds light on the impact of growth equity on these businesses. The findings are intriguing, revealing both the positive contributions and potential pitfalls associated with this form of investment.

<p>In the expansive realm of private capital, private equity and venture capital have long been the focal points of extensive research. However, a lesser-explored territory, growth equity, has recently garnered attention for its unique position between the two. A recent study, examining over 1,500 private UK companies from 2000 to 2021, sheds light on the impact of growth equity on these businesses. The findings are intriguing, revealing both the positive contributions and potential pitfalls associated with this form of investment.</p>
<h3><span style="color: #e03e2d;">The Upside: A Catalyst for Remarkable Growth</span></h3>
<p>The study unequivocally indicates that growth equity investment has a transformative effect on the UK economy. The research employs a difference-in-differences approach, showcasing a robust pattern of substantial growth in companies that received growth equity funding. These firms outperform their non-growth equity-backed counterparts in key metrics, including sales, assets, employment, and earnings.</p>
<p>Growth equity emerges as an appealing option for companies that have outgrown traditional venture capital but are not yet ready to succumb to the full spectrum of private equity or go public. This investment serves as a financial catalyst, injecting capital into well-established companies eager to fuel further growth. It&rsquo;s essentially a late-stage venture capital or a minority mid-market private equity infusion.</p>
<h3><span style="color: #e03e2d;">The Downside: Navigating the Perils of Increased Leverage</span></h3>
<p>However, the study doesn&rsquo;t shy away from acknowledging the darker side of growth equity financing. The remarkable growth observed in these companies is accompanied by increased access to credit and a substantial rise in firm leverage. Growth equity-backed firms exhibit a significant surge in leverage compared to their non-growth equity-backed counterparts, heightening the risk of financial distress.</p>
<p>Companies leveraging growth equity are more susceptible to bankruptcy if the anticipated growth fails to materialize. The study underscores the inherent risk, cautioning that when running with the wolves, companies might indeed get bitten.</p>
<h3><span style="color: #e03e2d;">Investor Dynamics: Exit Strategies and the Risk-Return Balance</span></h3>
<p>The study unveils an interesting facet of growth equity investment&mdash;investors exit over 70% of their investments during the study period. However, a notable revelation is that almost 20% of exited growth equity-backed companies file for some form of insolvency. This intriguing statistic hints at the delicate balance that growth equity investors must navigate, showcasing the fine line between aggressive growth and financial stability.</p>
<p>Despite the elevated risk of insolvency, troubled growth equity-backed companies are more likely to opt for insolvency rather than outright liquidation when facing financial distress. This nuanced approach suggests that, even in challenging times, growth equity investors are willing to explore alternative strategies to salvage value and mitigate losses.</p>
<p>As the study by Paul Lavery, William Megginson, and Alina Munteanu highlights, growth equity is a double-edged sword. While it propels companies to new heights of growth and economic contribution, the associated risks, particularly in terms of increased leverage and the potential for insolvency, cannot be ignored.</p>
<p>For both companies and investors, navigating the growth equity landscape demands a delicate balance between ambition and prudence. As growth equity continues to evolve and gain prominence in the private capital arena, further research and insights will be crucial to unravelling the full spectrum of opportunities and challenges inherent in this dynamic financial landscape.</p>
<p>Do you want to re-arm your team and prepare for success in 2024? We supply top A-players to Private Equity firms and the businesses in their portfolio. Please contact Alex Rawlings at <a href="mailto:alex.rawings@raw-selection.com">alex.rawings@raw-selection.com</a> if you are a Private Equity professional seeking your next big move or if you are a company seeking your next top talent.</p>

Unpacking Growth Equity: A Double-Edged Sword for Companies and Investors

Venture Capital Trusts (VCTs) have shifted their annual fundraisings to the autumn, with many becoming oversubscribed before the year's end. However, potential investors must tread carefully as rising interest rates and other economic factors pose risks to VCT investments.

<h3><span style="color: #e6332a;">Risks in Venture Capital Trusts</span></h3>
<p>Venture Capital Trusts (VCTs) have shifted their annual fundraisings to the autumn, with many becoming oversubscribed before the year&rsquo;s end. However, potential investors must tread carefully as rising interest rates and other economic factors pose risks to VCT investments.</p>
<ol>
<li><span style="color: #e6332a;"><strong>Impact of Interest Rates:</strong></span>&nbsp;Higher interest rates have affected the valuations of both listed and unlisted growth companies, including those held by VCTs. Unlisted companies, valued based on multiples, have seen declines that outweigh their underlying growth due to a fall in publicly listed peers&rsquo; multiples.</li>
</ol>
<ol class="wp-block-list">
<li><span style="color: #e6332a;"><strong>Challenges in Valuation:</strong></span>&nbsp;Valuation of young businesses, often done through a price/sales multiple, has suffered due to rising interest rates. Despite operational success, small businesses&rsquo; valuations have declined as multiples fall faster than sales grow.</li>
<li><span style="color: #e6332a;"><strong>Opportunities Amidst Challenges:</strong></span>&nbsp;Despite economic challenges, certain sectors like business-to-business (B2B), data, and artificial intelligence have shown resilience. Companies with recurring revenue and essential software offerings have performed well, providing potential investment opportunities.</li>
<li><strong><span style="color: #e6332a;">Potential Performers:</span>&nbsp;</strong>Several VCTs have been identified as potential performers in the current climate. British Smaller Companies VCTs, Octopus Apollo VCT, Triple Point Venture VCT, and Pembroke VCT are among those focusing on areas with long-term structural tailwinds.</li>
<li><span style="color: #e6332a;"><strong>Assessing Risks and Benefits:</strong></span>&nbsp;Investors should be aware of the high-risk nature of VCTs, particularly during periods of economic uncertainty. Smaller companies are more vulnerable to funding challenges and cost inflation. However, patient investors holding VCT shares for at least five years can benefit from 30% income tax relief.</li>
<li><span style="color: #e6332a;"><strong>Time Horizon and Considerations:</strong></span>&nbsp;While shorter-term performance may be uncertain, VCTs are long-term investments, and innovative disruptors can thrive independent of GDP growth. Investors are compensated for higher risks with tax relief, but a realistic time horizon of seven to ten years is suggested to assess the full potential of VCTs.</li>
<li><strong><span style="color: #e6332a;">Manager Selection and Diversification:</span>&nbsp;</strong>Choosing VCTs with experienced managers, distinctive and repeatable processes, and broad-based portfolios is crucial. Diversifying across multiple VCTs can help mitigate risks and enhance the overall portfolio&rsquo;s resilience.</li>
</ol>
<h3><span style="color: #e6332a;">Conclusion</span></h3>
<p>Venture Capital Trust investments present both opportunities and challenges in the current economic landscape. As with any investment, thorough research, a clear understanding of risks, and a strategic approach to manager selection and portfolio diversification are essential for potential investors considering VCTs.</p>
<p><em>To secure exceptional talent for your private equity firm or portfolio company, please reach out to Raw Selection&rsquo;s Managing Partner, Alex Rawlings, at&nbsp;<a href="mailto:Alex.Rawlings@Raw-Selection.com">Alex.Rawlings@Raw-Selection.com</a> to discuss your requirements and how we can help you identify the best talent.</em></p>

Navigating Risks in Venture Capital Trust Investments

Private Equity interviews can be intense and highly competitive, but there's one crucial question that can set the tone for the entire interview: "Why Private Equity?" Your answer to this question holds significant weight and plays a pivotal role in determining whether you move on to the next stages of the interview process. In this article, we'll delve into the importance of this question, the reasoning behind it, and provide you with strategies to craft the perfect response to secure your dream PE job.

<p>Private Equity interviews can be intense and highly competitive, but there&rsquo;s one crucial question that can set the tone for the entire interview: &ldquo;Why Private Equity?&rdquo; Your answer to this question holds significant weight and plays a pivotal role in determining whether you move on to the next stages of the interview process. In this article, we&rsquo;ll delve into the importance of this question, the reasoning behind it, and provide you with strategies to craft the perfect response to secure your dream PE job.</p>
<h3><span style="color: #e03e2d;">Understanding the Significance</span></h3>
<p>In the world of PE, the &ldquo;Why Private Equity&rdquo; question is not just a formality; it&rsquo;s a make-or-break moment. If you can&rsquo;t provide a compelling answer, your chances of landing the job plummet. While your response doesn&rsquo;t have to be revolutionary or one-of-a-kind, it&rsquo;s essential to get it right to move forward in the interview process.</p>
<p>Unlike investment banking or consulting interviews, where a remarkable answer to &ldquo;Why this field?&rdquo; can earn you offers, PE firms have a different perspective. They&rsquo;re not in the business of charity; they&rsquo;re here to make money. They will only hire you if they believe you&rsquo;ll add substantial value to their team and help them generate profits. Thus, your &ldquo;Why PE&rdquo; answer is your opportunity to demonstrate that you&rsquo;re a valuable asset they can&rsquo;t afford to miss.</p>
<h3><span style="color: #e03e2d;">Why PE Interviews Ask &ldquo;Why Private Equity&rdquo;</span></h3>
<p>PE interviewers aren&rsquo;t asking this question to identify the best reason and hire accordingly; it&rsquo;s more about filtering out candidates with the wrong motivations. Many individuals enter PE with misconceptions about the job, only to realize it&rsquo;s not what they expected, leading to decreased productivity and team morale, or even mid-way resignations. PE firms aim to avoid these scenarios by ensuring you&rsquo;re genuinely interested in the field for the right reasons.</p>
<h3><span style="color: #e03e2d;">Structuring Your Answer</span></h3>
<p>Your response to &ldquo;Why Private Equity&rdquo; should be concise, lasting 3-5 sentences. Overexplaining can be counterproductive and might make you appear long-winded. Remember, you don&rsquo;t receive extra points for an elaborate story. Instead, focus on conciseness, as your goal is to check the interviewer&rsquo;s box and keep the conversation moving.</p>
<h3><span style="color: #e03e2d;"><strong>Sample Answers</strong></span></h3>
<p>Below are two sample answers that effectively address the &ldquo;Why Private Equity&rdquo; question:</p>
<p>Sample Answer 1: &ldquo;I want to work in private equity because I&rsquo;m passionate about learning all aspects of a business beyond just the P&amp;L. Coming from an investment banking background, I believe that working closely with portfolio companies will enhance my understanding of businesses, setting me up well for a career in investing.&rdquo;</p>
<p>Sample Answer 2: &ldquo;I want to work in private equity because I genuinely enjoy learning about new businesses and collaborating with management teams over the long term. The opportunity to apply my operational knowledge from consulting to rigorous financial analysis, identify attractive investments, and add value to portfolio companies is incredibly exciting for me. That&rsquo;s why I want to work in private equity.&rdquo;</p>
<h3><span style="color: #e03e2d;"><strong>Comparing to Alternative Fields</strong></span></h3>
<p>PE interviews might also throw follow-up questions about choosing PE over alternative fields such as investment banking, consulting, hedge funds, venture capital, or fund of funds. Here&rsquo;s how to navigate these comparisons:</p>
<p><span style="color: #e03e2d;"><strong>Investment Banking or Consulting:</strong></span>&nbsp;Stress that you want to gain a more comprehensive skill set in PE, involving both financial analysis and operations. Emphasize your desire to be more involved in due diligence processes and long-term partnerships with portfolio companies.</p>
<p><span style="color: #e03e2d;"><strong>Hedge Funds:</strong></span>&nbsp;Highlight that you are keen on understanding how entire businesses operate, as opposed to focusing solely on financial aspects. Mention your interest in conducting in-depth due diligence with private information and developing more holistic soft skills.</p>
<p><strong><span style="color: #e03e2d;">Venture Capital:</span>&nbsp;</strong>Discuss your inclination toward investing in established businesses with a proven track record, your preference for long-term investments, and the importance of being actively involved with post-investment operational work.</p>
<p><strong><span style="color: #e03e2d;">Fund of Funds:</span>&nbsp;</strong>Express your desire to have a broader scope by investing in corporations rather than funds. Mention your aspiration to get actively involved in the due diligence process and post-investment operational work.</p>
<h3><span style="color: #e03e2d;">Conclusion</span></h3>
<p>Crafting a winning response to the &ldquo;Why Private Equity&rdquo; question is essential for acing your PE interview. Focus on the positive aspects of PE that align with your background and long-term goals, and steer clear of negative comparisons with other fields. Keep your answer concise and to the point, emphasizing how you&rsquo;ll bring value to the PE firm. Remember, your &ldquo;Why PE&rdquo; answer is your ticket to demonstrating that you&rsquo;re the right fit and a valuable addition to the team, setting the stage for a successful interview and potentially, your dream career in private equity.</p>

Acing Your PE Interview: Nailing the “Why Private Equity” Question

In 2023, the private equity industry has confronted a complex landscape marked by macroeconomic uncertainties and geopolitical challenges. While the crises involving Silicon Valley Bank, First Republic Bank, and Signature Bank were relatively short-lived, they added to an already challenging liquidity environment. Fundraising remains fiercely competitive, and the debate over Environmental, Social, and Governance (ESG) issues in the United States has intensified, resulting in a patchwork of state-level legislation. Additionally, the U.S. Securities and Exchange Commission (SEC) continues to scrutinize private fund practices. In this environment, both sponsors and investors are exercising caution.

<h3 class="wp-block-heading"><span style="color: #e03e2d;">Trends and Developments</span></h3>
<p>In 2023, the private equity industry has confronted a complex landscape marked by macroeconomic uncertainties and geopolitical challenges. While the crises involving Silicon Valley Bank, First Republic Bank, and Signature Bank were relatively short-lived, they added to an already challenging liquidity environment. Fundraising remains fiercely competitive, and the debate over Environmental, Social, and Governance (ESG) issues in the United States has intensified, resulting in a patchwork of state-level legislation. Additionally, the U.S. Securities and Exchange Commission (SEC) continues to scrutinize private fund practices. In this environment, both sponsors and investors are exercising caution.</p>
<p>However, amidst these challenges, deals are still being completed. Lenders are adjusting their balance sheets, and creative financing solutions, like direct lending and co-investments, are filling the gaps left by a decrease in syndicated debt financings. Prominent funds are offering incentives and flexible terms to attract capital, while new managers are raising funds deal by deal. Despite the uncertainties, some bright spots have started to emerge.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">Fundraising</span></h3>
<p>The private equity fundraising landscape in 2023 is characterized by persistent inflation, pressure on public equities, and disruptions in sectors like banking and technology due to bank failures and government interventions. These conditions have made fundraising highly competitive, with sponsors across various sectors and regions vying for investor allocations. Investors, on the other hand, are grappling with the &ldquo;denominator effect&rdquo; and limited liquidity in their portfolios.</p>
<p>Established sponsors with a track record of delivering strong returns are still able to secure a significant share of investor allocations, especially for flagship funds that are less frequently available. However, flagship funds are taking longer to raise and require flexibility in marketing and terms. Emerging managers face tougher fundraising conditions, and many are resorting to raising capital deal by deal.</p>
<p>Sponsors are adapting by offering economic incentives such as loyalty discounts and early closing discounts that extend beyond the fund&rsquo;s initial closing. They are also exploring custom solutions for anchor investors, including raising smaller &ldquo;bridge&rdquo; or &ldquo;annex&rdquo; funds. Additionally, investors are seeking staged commitments to improve cash planning and gain better insight into a fund&rsquo;s early performance.</p>
<p>In the backdrop of a slowdown in the private market, sponsors are also dealing with increased regulatory requirements. The SEC&rsquo;s new Marketing Rule has introduced complexity and cost for sponsors, requiring adaptation to this new paradigm. ESG rules, both at the international, U.S., and state levels, are evolving without uniformity, posing challenges for sponsors and investors in evaluating their impact and implementation on the private fund industry.</p>
<p>The private market continues to grapple with the repercussions of the banking crisis, with liquidity and capital access remaining tight, particularly in the venture, growth, and tech sectors. These sectors are now struggling to replace the capital sources provided by regional banks. The slow fundraising pace is expected to persist in the second half of 2023, making strong performance and creativity essential for attracting capital. Building and maintaining relationships between sponsors and investors is expected to be crucial in this environment.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">Fund Finance</span></h3>
<p>The first half of 2023 has been an intriguing period for the fund finance market. The near-collapse of Silicon Valley Bank, Signature Bank, and First Republic Bank, major lenders in the fund finance space, prompted fund borrowers to navigate covenant restrictions and seek alternative credit sources. Despite this, there is still strong demand for liquidity among funds.</p>
<p>Traditional bank lenders, however, are facing challenges due to macroeconomic events, including interest rate hikes and regulatory changes. They have become more selective in extending credit, favoring syndication efforts and adjusting their balance sheets through swaps and guarantees.</p>
<p>Subscription facilities remain popular, and back-leverage loans and NAV facilities are on the rise as buyout funds seek financing for acquisitions and portfolio management. Insurance companies and similar investors continue to be a source of capital, with rated feeder structures and collateralized fund obligations evolving.</p>
<p>Sponsors are also looking to innovate in the fund finance market to meet their liquidity needs, potentially leading to further developments in this space.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">Funds Regulatory</span></h3>
<p>The SEC&rsquo;s Regulatory Agenda for Spring 2023 and its rule-making activity underscore its rapid pace of rule-making. The agenda includes various proposed and newly adopted rules that impact private funds.</p>
<p><span style="color: #e03e2d;"><strong>Newly Adopted Rules</strong></span></p>
<p>In August 2023, the SEC introduced the Private Fund Adviser Rules, which bring significant changes to the private funds industry by regulating contractual terms and imposing conduct and disclosure requirements on advisers.</p>
<p><span style="color: #e03e2d;"><strong>Newly Proposed Rules</strong></span></p>
<p>The SEC is considering rules related to predictive data analytics, registration for internet advisers, ESG disclosure requirements, cybersecurity, and safeguarding rules. These rules aim to enhance transparency and accountability in the private fund industry.</p>
<p><span style="color: #e03e2d;"><strong>Rules with Expected Adoption Dates</strong></span></p>
<p>Rules related to outsourcing by investment advisers, regulation of best execution, and updates to the accredited investor definition are in the pipeline. These rules may have a substantial impact on the industry and require attention from market participants.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">Private Funds Transactions</span></h3>
<p>While the markets have stabilized compared to the volatility of 2022, high interest rates, infrequent distributions, and challenging fundraising conditions continue to affect the secondaries market.</p>
<p>Single-asset GP-led transactions have been slow due to pricing disparities between secondary investors and sponsors. However, there is optimism that growing liquidity needs among investors will eventually drive an increase in GP-led secondaries volume.</p>
<p>Buyers in GP-led transactions are negotiating for discounts to net asset value (NAV) and lower management fees, leading to a buyer&rsquo;s market. Non-traditional buyers are entering the space, emphasizing asset-level diligence and representation-and-warranty insurance.</p>
<p>LP portfolio sales have surged as investors seek liquidity, particularly in portfolios with diverse holdings. Sponsors are asking buyers of LP interests to make stapled commitments to their newer funds.</p>
<p>Co-investment remains attractive, adapting to economic conditions and evolving deal-making technology. Sponsors are increasingly turning to co-investors for follow-on capital, and private credit has thrived, with sponsors and investors building lending platforms.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">M&amp;A</span></h3>
<p>The private equity M&amp;A landscape in 2023 has yet to witness a significant rebound. Economic uncertainties and regulatory scrutiny have deterred some transformative acquisitions, as sponsors face challenges in securing financing amid prolonged approval processes.</p>
<p>Despite these hurdles, deals are still happening, especially in sectors like healthcare and infrastructure. Direct lenders and co-investments are playing a crucial role in financing acquisitions with acceptable terms, albeit at lower leverage ratios.</p>
<p>Fund-to-fund and continuation fund deals have remained popular, but caution prevails in the current environment. However, as older fund assets come to market, there may be an uptick in deal volume, potentially driven by more agreeable pricing.</p>
<h3 class="wp-block-heading"><span style="color: #e03e2d;">SEC Enforcement</span></h3>
<p>In 2023, the SEC continues to focus on enforcement actions against entities advising and auditing private funds. Notable actions have included cases related to cross-trades, valuation practices, and management-fee calculations.</p>
<p>The SEC brought actions against firms for improper trading, inadequate audit practices, and fee calculation discrepancies. These actions emphasize the SEC&rsquo;s scrutiny of gatekeepers in the private fund industry.</p>
<p>Expectations are that the SEC will continue robust enforcement against private fund advisers, particularly in cases involving conflicts of interest or issues with fee calculations.</p>
<p>In summary, the private equity landscape in 2023 is marked by challenges and opportunities. Fundraising remains competitive, regulatory changes are on the horizon, and market dynamics are evolving. Navigating these complexities will require adaptability, creativity, and a keen focus on compliance and performance.</p>
<p>To secure exceptional talent for your private equity firm or portfolio company please reach out to Raw Selection&rsquo;s Managing Partner Alex Rawlings at Alex.Rawlings@Raw-Selection.com to discuss your requirements and how we can help you identify the best talent.</p>

Private Equity 2023: Navigating Challenges and Opportunities

As the private equity landscape continues to evolve, an increasing number of leaders are assuming the role of CEO within portfolio companies. This unique position comes with a distinct set of challenges and demands. In this playbook, tailored for private equity professionals, we provide guidance for newly appointed CEOs of private equity-owned companies. Drawing from insights and interviews with industry experts, we shed light on the specific nuances and expectations that define this role.

<p>As the private equity landscape continues to evolve, an increasing number of leaders are assuming the role of CEO within portfolio companies. This unique position comes with a distinct set of challenges and demands. In this playbook, tailored for private equity professionals, we provide guidance for newly appointed CEOs of private equity-owned companies. Drawing from insights and interviews with industry experts, we shed light on the specific nuances and expectations that define this role.</p>
<h3><span style="color: #e03e2d;">1- What Makes This Role Different</span></h3>
<p><span style="color: #e03e2d;"><strong>1.1 The CEO&rsquo;s Unique Challenge:</strong></span></p>
<ul class="wp-block-list">
<li>CEOs in private equity-owned companies must excel in traditional CEO responsibilities while operating at an accelerated pace.</li>
<li>Access to guidance for this specialized role is limited, making it crucial to understand its unique demands.</li>
</ul>
<p><strong><span style="color: #e03e2d;">1.2 The Essence of Leadership:</span></strong></p>
<ul class="wp-block-list">
<li>Private equity firms prioritize CEOs who exhibit an ownership mentality.</li>
<li>Nonhierarchical thinking, financial acumen, and exceptional team-building skills are highly valued.</li>
<li>Large PE firms provide extensive support, including operational teams, experts, advisers, and a network of fellow CEOs.</li>
</ul>
<h3><span style="color: #e03e2d;"><strong>2</strong>- The CEO&rsquo;s Role in the PE Ecosystem</span></h3>
<p><span style="color: #e03e2d;"><strong>2.1 Working with a Hands-On PE Board:</strong></span></p>
<ul class="wp-block-list">
<li>Oversight from the PE board is intense and interactive, resembling a &ldquo;super management team.&rdquo;</li>
<li>CEOs should foster strong relationships with board members and leverage their expertise.</li>
<li>Understanding the PE industry&rsquo;s history and language enhances communication with the board.</li>
</ul>
<p><strong><span style="color: #e03e2d;">2.2 An Executable Investment Thesis:</span></strong></p>
<ul class="wp-block-list">
<li>CEOs must align their decisions and actions with the investment thesis.</li>
<li>A deep understanding of financial metrics and value-creating levers is essential.</li>
<li>Silos between departments have no place in a PE-backed company; CEOs should foster a nonhierarchical culture.</li>
</ul>
<p><span style="color: #e03e2d;"><strong>2.3 Speed to Value:</strong></span></p>
<ul class="wp-block-list">
<li>Private equity operates on tight timetables, demanding urgency from CEOs.</li>
<li>Monthly delays can impact returns significantly, emphasizing the need for swift action.</li>
</ul>
<h3><span style="color: #e03e2d;"><strong>3</strong>- Coping with the Pressure</span></h3>
<p><span style="color: #e03e2d;"><strong>3.1 Comparison with Peers:</strong></span></p>
<ul class="wp-block-list">
<li>CEOs in PE-owned companies are compared to their peers across the portfolio.</li>
<li>Quick talent decisions are encouraged, with the honeymoon period being short.</li>
</ul>
<h3><span style="color: #e03e2d;">4- Four Ways to Succeed</span></h3>
<p><span style="color: #e03e2d;"><strong>4.1 Build a Relationship with the Board:</strong></span></p>
<ul class="wp-block-list">
<li>CEOs should engage with the PE board in a hands-on manner.</li>
<li>Understanding board members&rsquo; expertise and perspectives is crucial.</li>
<li>Aim for alignment between stakeholders&rsquo; views and the CEO&rsquo;s plan.</li>
</ul>
<p><strong><span style="color: #e03e2d;">4.2 Quickly Assemble an A-Team:</span></strong></p>
<ul class="wp-block-list">
<li>Effective talent management is vital, as CEOs often need to rebuild the C-suite.</li>
<li>Diversity on the management team and board enhances decision-making and performance.</li>
</ul>
<p><strong><span style="color: #e03e2d;">4.3 Launch an Achievable 100-Day Program:</span></strong></p>
<ul class="wp-block-list">
<li>Develop a feasible plan grounded in a deep understanding of the business.</li>
<li>Continuously assess and adapt the plan, remaining open to opportunities.</li>
<li>Establish comprehensive reporting tools tied to strategy.</li>
</ul>
<p><strong><span style="color: #e03e2d;">4.4 Leverage PE Sponsor Resources:</span></strong></p>
<ul class="wp-block-list">
<li>Identify and integrate key resources provided by the PE sponsor.</li>
<li>Define your leadership style and purpose, focusing on contributions and impact.</li>
<li>Model the leadership behaviors required for success.</li>
</ul>
<h3><span style="color: #e03e2d;">5- The Future of Private Equity-Backed Leadership</span></h3>
<p><strong><span style="color: #e03e2d;">5.1 Evolving Landscape:</span></strong></p>
<ul class="wp-block-list">
<li>Private equity-owned companies are on the rise, necessitating specialized leadership.</li>
<li>Playbooks for this unique leadership role are becoming increasingly important.</li>
</ul>
<p><span style="color: #e03e2d;"><strong>5.2 The Winning Strategies:</strong></span></p>
<ul class="wp-block-list">
<li>This playbook is informed by insights from leading PE professionals.</li>
<li>Embracing these strategies will help CEOs navigate the challenges and rewards of their role.</li>
</ul>
<p>As private equity continues to shape the corporate landscape, the role of CEO within portfolio companies remains distinct and dynamic. This playbook provides a comprehensive guide for private equity professionals in the USA, offering valuable insights and strategies to succeed as a private equity portfolio-company CEO. By understanding the unique demands of this role and leveraging the resources available, CEOs can thrive in this challenging and rewarding environment.</p>
<p>If you need help securing your next CEO role are are looking for exceptional talent for your private equity firm or portfolio company please reach out to Raw Selection&rsquo;s Managing Partner Alex Rawlings at Alex.Rawlings@Raw-Selection.com to discuss your requirements and how we can help you identify the best talent.</p>

A Playbook for Private Equity Portfolio Company CEOs

Operating Partner Scorecard

Here is how a complete professional handled rejection from an application and how you can too.

<h3 class="MsoNormal" style="margin-bottom: 12.0pt;"><span style="color: #e6332a;">How to handle rejection from your dream job</span></h3>
<p class="MsoNormal">Rejection in the hiring process is tough. Particularly when it's for a role at a Private Equity-backed business &mdash; high-pressure, high-stakes, and typically, high-calibre. You&rsquo;re not just interviewing for a job; you&rsquo;re pitching yourself as a solution to a problem that carries real financial weight.</p>
<p class="MsoNormal">Recently, we were running a search for a Private Equity-backed business. One of the executives in the process &mdash; an incredibly capable and impressive operator &mdash; was turned down.</p>
<p class="MsoNormal">But the way he handled it? Impeccable. This is a lesson in how true professionals respond when things don&rsquo;t go their way.</p>
<p class="MsoNormal">&nbsp;</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">Here&rsquo;s what he did:</p>
<h3 class="MsoNormal"><span style="color: #e6332a;">1. He Accepted the Decision With Professional Composure</span></h3>
<p class="MsoNormal">No drama. No last-ditch attempts to plead the case. No blaming the process.</p>
<p class="MsoNormal">He simply responded with class: thanked us for the opportunity, acknowledged the outcome, and moved forward. For someone who had invested time, energy and emotional capital into the process, it was a response that stood out &mdash; not because it was dramatic, but because it was <em>measured</em>.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">It&rsquo;s in moments like these that true leadership reveals itself.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">&nbsp;</p>
<h3 class="MsoNormal"><span style="color: #e6332a;">2. He Thanked Every Key Stakeholder</span></h3>
<p class="MsoNormal">He didn&rsquo;t just disappear into the background, like many do after a &ldquo;no.&rdquo;</p>
<p class="MsoNormal">Instead, he reached out individually to the key people involved in the hiring process &mdash; board members, investors and&nbsp;executives. He thanked them personally for their time, insights, and feedback. It wasn&rsquo;t fluff. It was specific, thoughtful, and showed he&rsquo;d been paying attention throughout the journey.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">That sort of follow-up is rare. And it leaves a lasting impression.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">&nbsp;</p>
<h3 class="MsoNormal"><span style="color: #e6332a;">3. He Left the Door Wide Open &mdash; And Made That Clear</span></h3>
<p class="MsoNormal">Instead of licking wounds or making it awkward, he closed with something powerful:<br><em>"If there&rsquo;s ever a role in the future where I&rsquo;d be a fit, I&rsquo;d welcome the chance to be considered again."</em></p>
<p class="MsoNormal">That takes maturity. It takes swallowing your ego. And it demonstrates strategic thinking.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">Even more impressive? He had every reason to walk away bitter. There were politics behind the scenes &mdash; things he saw and could have used to justify frustration. But he didn&rsquo;t. He chose to play the long game. That&rsquo;s the move of someone who knows their worth &mdash; and knows that reputation travels fast in the PE world.</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">&nbsp;</p>
<h3 class="MsoNormal"><span style="color: #e6332a;">The Bottom Line?</span></h3>
<p class="MsoNormal">You don&rsquo;t always get the offer. But you can always control the exit.</p>
<p class="MsoNormal">And how you leave a process <em>matters</em> &mdash; maybe more than how you entered it. Word gets around. Investors remember. Boards talk. And if you conduct yourself with grace, class, and emotional control, you don&rsquo;t just preserve your reputation &mdash; you elevate it.</p>
<p class="MsoNormal">&nbsp;</p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;"><strong>Vent in private.<br>Play your best hand in public.<br>Walk away with your head high.</strong></p>
<p class="MsoNormal" style="margin-bottom: 12.0pt;">&nbsp;</p>
<p class="MsoNormal"><strong>If You&rsquo;re Exploring Your Next Step in Private Equity...</strong></p>
<p class="MsoNormal">If you're an executive looking at your next move in a Private Equity firm or PE-backed portfolio company, let&rsquo;s talk.</p>
<p class="MsoNormal">We partner with PE firms across Europe and North America to place top-tier talent who are ready to lead, grow, and deliver.</p>
<p class="MsoNormal">&nbsp;</p>
<p class="MsoNormal"><span style="font-family: 'Segoe UI Emoji',sans-serif; mso-bidi-font-family: 'Segoe UI Emoji';">📩</span> <strong><a href="mailto:Alex.Rawlings@Raw-Selection.com">Alex.Rawlings@Raw-Selection.com</a></strong></p>
<p class="MsoNormal">This is how we de-risk executive recruitment &mdash; with professionals who show their true colours, not just in interviews, but in how they respond when the answer is &ldquo;no.&rdquo;</p>

How to handle rejection from a career opportunity

Consumer, Retail & E-commerce Scorecard for hiring

Consumer, Retail & E-commerce Scorecard

<p data-start="133" data-end="479">Daniel Evert is a best-in-class <strong data-start="165" data-end="213">tree care and plant health operations leader</strong> with deep experience across residential and commercial services. He combines strong GM-level P&amp;L ownership with a rare ability to <strong data-start="344" data-end="424">drive sales-led growth, rebuild accountability, and materially expand EBITDA</strong> in highly tenured, operationally complex environments.</p>
<p data-start="481" data-end="936">Daniel was appointed to lead <strong data-start="510" data-end="539">Tree Masters &ndash; San Rafael</strong>, one of the flagship businesses within the Tree Care Partners platform. Following the founder&rsquo;s transition to the board and a failed GM appointment that resulted in margin compression and stalled growth, the business required a decisive, industry-credible operator who could restore performance, reintroduce accountability, and unlock growth through modern sales and plant health care strategies.</p>
<p data-start="938" data-end="1151">Described internally as &ldquo;the operator who brings urgency, clarity, and business thinking back into the branch,&rdquo; Daniel brings exactly the leadership profile required to stabilise and then accelerate this business.</p>

General Manager

GENERAL MANAGER

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL & COMMERCIAL SERVICES - USA

<p data-start="151" data-end="569">Thomas Huish is a high-calibre installation and operations leader with deep experience across residential home services, including <strong data-start="282" data-end="332">windows and doors replacement and installation</strong>. With more than a decade in leadership roles, Thomas has managed multi-branch operations, built high-performing field teams, and driven measurable EBITDA improvement through tighter execution, reduced rework, and KPI-led accountability.</p>
<p data-start="571" data-end="1166">Thomas&rsquo; background aligned directly with the needs of <strong data-start="625" data-end="655">IllumiNation Window &amp; Door</strong>&mdash;a premium, custom installation business serving high-end homeowners, architects, and builders across Scottsdale/Phoenix. Following two failed GM hires and a sharp profitability decline, IllumiNation required a hands-on, customer-first operator who could stabilise delivery, restore accountability, and rebuild a repeatable operating system. Described by Raw Selection&rsquo;s Haleema Hussain as &ldquo;the leader who will bring urgency back into the business&mdash;process-driven, present, and obsessed with delivery quality.&rdquo;</p>

multi-branch operational leadership experience

GENERAL MANAGER 

GENERAL MANAGER – PORTFOLIO SEARCH – WINDOWS & DOORS (BUILDING PRODUCTS) – USA

<p data-start="407" data-end="814">Michael Doane is an elite operator in residential HVAC AOR/RNC and one of the strongest GM-to-Regional caliber leaders we have seen nationwide. With a proven track record of scaling businesses, executing turnarounds, integrating acquisitions, and leading multisite teams, Michael is perfectly aligned to guide Air Max through its next phase of growth within Columbia Home Services&rsquo; PE-backed expansion plan.</p>
<p data-start="816" data-end="1306">Michael previously led six branches simultaneously, overseeing six General Managers, 400 indirect reports, and a $55M&ndash;$62M regional portfolio. He took a $5.7M single site to $12M within 24 months&mdash;now operating at $18M today using the systems he implemented&mdash;while improving EBITDA from 13% to 16.5%. His experience spans AOR-driven growth, RNC execution, ServiceTitan rollouts, facility consolidations, team development, and scalable process implementation across high-performing operations.</p>
<p data-start="1308" data-end="1727">His leadership style&mdash;empathetic, accountable, culturally attuned, and high-standards driven&mdash;makes him uniquely suited to step into a founder-led environment with long-tenured employees and elevate Air Max without disrupting its core culture. This combination of commercial strength, operational depth, and emotional intelligence made Michael a standout and high-confidence appointment for this mission-critical GM role.</p>

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL HVAC SERVICES - USA

<p data-start="214" data-end="817">Robert Staten is a standout multi-site operator with rare scale, commercial rigor, and people-development capability&mdash;making him the ideal appointment to lead Clarion&rsquo;s Utah &amp; Colorado region across four branches. Robert brings <strong data-start="441" data-end="470">$400M+ P&amp;L responsibility</strong> and oversight of <strong data-start="488" data-end="511">29 sites nationally</strong> in his current role, alongside deep functional knowledge in residential HVAC, plumbing, and electrical services. This experience massively de-risks the appointment: he is stepping into a $45M+ regional mandate with proven playbooks for margin expansion, leadership development, and operational discipline.</p>
<p data-start="819" data-end="1355">Robert is known for combining entrepreneurial leadership with high accountability. He has repeatedly driven <strong data-start="927" data-end="960">EBITDA uplift from 16% to 18%</strong>, improved pricing and sales conversion, tightened OPEX control, and implemented structured operating rhythms across multi-brand portfolios. He also built the <strong data-start="1119" data-end="1140">GM Leadership Lab</strong>, a multi-week development program designed to train &ldquo;green&rdquo; leaders into high-performing General Managers&mdash;directly aligned to the need in Utah, where leadership is newer and requires heavier coaching and structure.</p>

Regional Manager

REGIONAL MANAGER

REGIONAL MANAGER - PORTFOLIO SEARCH - HVAC SERVICES– USA

<p data-start="351" data-end="866">Brendon Krull brings deep operational leadership, arboriculture expertise, and cultural turnaround experience to Tree Care Partners&rsquo; Wisconsin region. With more than two decades in residential landscaping, tree care, plant healthcare, and multi-crew operations, Brendon has led high-performing divisions with full P&amp;L ownership, most recently scaling a residential landscape division from&nbsp;<strong data-start="739" data-end="761">$2.4M to over $18M</strong> within a single year while managing 8 salespeople, 6 installation crews, and a design/architecture team.</p>
<p data-start="868" data-end="1380">Beyond commercial impact, Brendon is a culture builder. He has repeatedly stabilized underperforming teams, introduced structure to informal operations, developed junior leaders, and rebuilt accountability in environments resistant to change. His background includes plant healthcare, arborist subcontracting, disease treatment, equipment management, seasonal planning, and operational strategy, making him uniquely qualified to unify the H&amp;H/Accurate and Stevenson branches under one aligned operational culture.</p>
<p data-start="1382" data-end="1816">Tree Care Partners leadership described Brendon as &ldquo;a home-run operational fit with the ideal temperament for Wisconsin,&rdquo; citing his steady presence, people-first approach, and ability to lead crews, legacy owners, and technical personnel through transformation. His blend of technical credibility and cultural leadership made him the clear choice to rebuild capacity, strengthen culture, and position the region for long-term growth.</p>

General Manager 

GENERAL MANAGER - PORTFOLIO SEARCH - TREE CARE  & RESIDENTIAL SERVICES - USA

<p data-start="146" data-end="715"><strong data-start="146" data-end="164">James Thompson</strong> is a highly accomplished operator with 35+ years of experience leading and scaling HVAC, plumbing, and electrical service platforms. He has driven significant growth across multiple PE-backed businesses and brings a proven ability to optimize margins, elevate customer experience, and build high-performing teams. Most notably, as COO of Parker &amp; Sons, James grew the business from <strong data-start="547" data-end="564">$85M to $270M</strong>, led a workforce of 1,300 employees, maintained strong <strong data-start="620" data-end="637">18&ndash;20% EBITDA</strong>, launched new service lines, and successfully greenfielded the Tucson market.</p>
<p data-start="717" data-end="1264" data-is-last-node="" data-is-only-node="">James also brings extensive multi-branch leadership and M&amp;A experience from his time at Goettl, ARS, Mike Diamond, and other high-growth platforms&mdash;completing <strong data-start="875" data-end="895">15+ integrations</strong> and overseeing operations across <strong data-start="929" data-end="945">14+ branches</strong>. A disciplined, servant-style leader with a strong operational playbook, he is recognized for his ability to take service companies from tens of millions to hundreds of millions in revenue. His track record, hands-on approach, and growth mindset make him an exceptional fit to lead this business into its next chapter.</p>

M&A Transactions & Integrations Across Career

Chief Executive Officer

CHIEF EXECUTIVE OFFICER

CHIEF EXECUTIVE OFFICER - PORTFOLIO SEARCH - RESIDENTIAL HVAC SERVICES - USA

<p data-start="462" data-end="905"><strong data-start="462" data-end="477">John Stezzi</strong> is an exceptional operator with deep residential HVAC and plumbing expertise, a proven turnaround track record, and hands-on leadership experience across multiple PE-backed home service platforms. With a background that spans branch operations, ServiceTitan implementation, people development, and cultural transformation, John represents the exact operator Granite Comfort required to stabilise and scale its Atlanta business.</p>
<p data-start="907" data-end="1590">John has repeatedly stepped into underperforming branches and delivered measurable improvement&mdash;rebuilding culture, enforcing accountability, lifting average ticket, strengthening technician performance, and driving EBITDA growth. He has run branches between <strong data-start="1165" data-end="1182">$7M and $10M+</strong>, led teams of 20+ technicians and multiple managers, added new service lines such as plumbing and IAQ, expanded maintenance agreements, and implemented KPI-driven operating systems. With two prior <strong data-start="1380" data-end="1412">ServiceTitan implementations</strong>, extensive process-building experience, and strong P&amp;L ownership, he brings the operational discipline needed to restore Anytime Heating Cooling &amp; Plumbing to profitable growth.</p>
<p data-start="1592" data-end="2138">A servant leader with high EQ, steady presence, and a hands-on coaching style, John is uniquely suited to repairing cultural instability, rebuilding the second-layer management team, and re-establishing trust throughout the organisation. His background aligns directly with the COO&rsquo;s requirement for a structured, pragmatic operator capable of driving immediate block-and-tackle improvements while laying the foundation for long-term scale. This is an ideal fit both for Granite Comfort&rsquo;s near-term turnaround mandate and its broader 2026 vision.</p>

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL HVAC & PLUMBING - USA

<p data-start="346" data-end="626">Austin Berry is a high-impact operator with more than a decade of leadership experience across residential HVAC, plumbing, electrical, and drains&mdash;bringing a proven record of cultural transformation, accountability, and performance turnaround within PE-backed service environments.</p>
<p data-start="628" data-end="1197">Most recently, Austin led a $21M&ndash;$25M home services division with 80+ employees, where he rebuilt leadership benches, corrected conversion issues, lifted profitability, and re-established operational discipline. Prior to that, he scaled an $8M branch to $12M at Roto-Rooter, delivering the strongest financial performance in that branch&rsquo;s history. His experience spans P&amp;L ownership, KPI-driven operational leadership, team restructuring, and customer-first cultural resets&mdash;making him uniquely equipped to lead Clarion&rsquo;s largest and most strategically important branch.</p>
<p data-start="1199" data-end="1648">Austin&rsquo;s servant-leadership approach, strong coaching instincts, and deeply operational mindset align perfectly with Clarion&rsquo;s needs. His ability to increase ticket sizes, improve conversion rates, drive accountability, and inspire tenured teams made him the clear choice to stabilize and grow the Burton Omaha branch. The direct alignment between Austin&rsquo;s experience and the branch&rsquo;s challenges created an exceptionally high-confidence appointment.</p>

<p data-start="200" data-end="529"><strong data-start="200" data-end="215">Kevin Yates</strong> is a proven operational leader with over two decades of experience driving performance across HVAC, plumbing, electrical, and mechanical service businesses. He has managed <strong data-start="388" data-end="406">$17M&ndash;$62M P&amp;Ls</strong>, improved EBITDA, and transformed underperforming service divisions through disciplined execution and hands-on leadership.</p>
<p data-start="531" data-end="928">At TD Industries, Kevin increased EBITDA from <strong data-start="577" data-end="593">7.5% to 9.2%</strong>, strengthened subcontractor networks, brought more work in-house, and secured master service agreements that improved cost control. At Pritchard Industries, he oversaw revenue growth from <strong data-start="782" data-end="798">$41M to $62M</strong>, lifted EBITDA from <strong data-start="819" data-end="833">15% to 18%</strong>, and played a key role in <strong data-start="860" data-end="886">three M&amp;A transactions</strong>, including due diligence and integration.</p>
<p data-start="930" data-end="1347">Kevin&rsquo;s experience spans full-cycle commercial HVAC projects&mdash;from blueprint review and pre-construction planning to installation and commissioning&mdash;across universities, hospitals, labs, and large commercial campuses. Known for leading from the front, he builds trust with field teams, drives accountability, and thrives in fast-paced, PE-backed environments where operational change and platform growth are priorities.</p>

GENERAL MANAGER - COLUMBIA HOME SERVICES - ELECTRICAL & HVAC SERVICES - USA

<p data-start="415" data-end="807"><strong data-start="415" data-end="432">Mamdouh&nbsp;<span style="color: #ffffff;">Ghoneim </span></strong>is an exceptional finance leader with a rare blend of hands-on accounting expertise, manufacturing depth, and pharmaceutical/healthcare industry experience. With a proven track record in fast-growing environments, he brings end-to-end financial management capability, deep knowledge of cost structures, and the ability to professionalize finance functions within lean teams.</p>
<p data-start="809" data-end="1242">In his most recent role, Mamdouh delivered an extraordinary performance&mdash;<strong data-start="881" data-end="930">increasing EBITDA by 1.7x in just five months</strong>&mdash;demonstrating his ability to immediately impact profitability, tighten controls, and drive smarter financial decision-making. He has successfully led <strong data-start="1081" data-end="1127">ERP implementations in his last four roles</strong>, giving him a mission-critical skillset as Valensa prepares for finance transformation and future system upgrades.</p>
<p data-start="1244" data-end="1652">Mamdouh is hands-on, analytical, highly collaborative, and deeply aligned with Valensa&rsquo;s culture of humility, purpose, and excellence. His mindset complements the CFO perfectly. Raw Selection&rsquo;s Haleema Hussain described Mamdouh as <strong data-start="1475" data-end="1652">&ldquo;a one-of-a-kind profile&mdash;the ideal fit for Valensa. He brings the operational rigor, financial leadership, and cultural alignment this business needs as it doubles in size.&rdquo;</strong></p>

ERP Implementations Led in Previous Roles

Accounting & Financial Controller

ACCOUNTING & FINANCIAL CONTROLLER

ACCOUNTING & FINANCIAL CONTROLLER - PORTFOLIO SEARCH - NUTRACEUTICAL MANUFACTURING - USA

<p data-start="174" data-end="609">Heather Robertson brings an exceptional track record of success in Private Equity-backed environments. Over a 17-year tenure at her previous firm, she led 26 add-on acquisitions and navigated four separate exit cycles with four different Private Equity sponsors. Her leadership supported revenue growth from $700M to $4.3Bn in the commercial and residential services space.</p>
<p data-start="611" data-end="1060">Heather is highly detail-oriented and process-driven&mdash;critical strengths that complement the more visionary and commercially focused CEO. This balance was a key consideration in her appointment. Alex Rawlings described Heather as a &ldquo;rockstar profile and the absolute ideal fit for SFS,&rdquo; expressing strong confidence in the CFO-CEO partnership as they drive towards a high-value exit in a fast-growing, M&amp;A-rich fire life and safety services sector.</p>

Exit cycles with 4 different Private Equity firms

Chief Financial Officer

CFO - PORTFOLIO SEARCH - FIRE & SAFETY- USA

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<p data-start="235" data-end="636">Chris Layton brings over a decade of experience in technical sales, with a consistent track record of securing high-value accounts exceeding $1M in annual revenue. He has built deep relationships across OEM clients in the Aerospace, Defense, and Off-Highway sectors, making him a strategic asset to VEZA Manufacturing&rsquo;s expansion plans.</p>
<p data-start="638" data-end="1079">Chris has a strong background in full solution sales, from technical scoping through to deal close, and a proven ability to penetrate complex, regulated markets. Jack Burns described Chris as a &ldquo;top-tier commercial operator&rdquo; who fits perfectly into VEZA&rsquo;s growth trajectory and go-to-market strategy. With his results-driven approach and deep sector knowledge, Chris is set to play a key role in helping VEZA achieve its $500M growth vision.</p>
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Business Development Manager

<p data-start="123" data-end="152"><span style="color: #e03e2d;"><strong data-start="123" data-end="152">THE REASON FOR THE SEARCH</strong></span></p>
<p data-start="154" data-end="576">Following the formation of VEZA Manufacturing through the merger of four companies, the business inherited a sales team that lacked the required performance and market penetration. With ambitious plans to grow from $100M to $500M in revenue within five years, the company needed experienced, proactive Business Development Managers to drive new customer acquisition, particularly across underserved geographic territories.</p>
<p data-start="578" data-end="605"><span style="color: #e03e2d;"><strong data-start="578" data-end="605">THE PRIVATE EQUITY FIRM</strong></span></p>
<p data-start="607" data-end="631">Auxo Investment Partners</p>
<p data-start="633" data-end="658"><span style="color: #e03e2d;"><strong data-start="633" data-end="658">THE PORTFOLIO COMPANY</strong></span></p>
<p data-start="660" data-end="1066">VEZA Manufacturing is a national provider of high-quality, custom-engineered manufacturing solutions, specializing in wire harnesses, cable assemblies, sub-assemblies, and full turnkey box builds. Formed in 2023 through the merger of Golden State Assembly, SOS Manufacturing, TACK Electronics, and Morgan Royce Industries, VEZA operates four manufacturing plants across California, Michigan, and Wisconsin.</p>
<p data-start="1068" data-end="1588">The business serves high-spec sectors including aerospace, defense, medical, industrial vehicles, and advanced electronics. With capabilities ranging from micro wiring to high-voltage assemblies and certifications including ISO 9001, IPC-A-620, AS9100, and ITAR registration, VEZA is positioned as a trusted partner to OEMs and Tier 1 suppliers. The company combines scale, capacity (operating only one shift per plant), and deep industry expertise to support a significant growth plan via add-ons and organic expansion.</p>
<p data-start="1590" data-end="1619"><span style="color: #e03e2d;"><strong data-start="1590" data-end="1617">THE SEARCH REQUIREMENTS</strong></span></p>
<ul data-start="1621" data-end="2037">
<li data-start="1621" data-end="1686">
<p data-start="1623" data-end="1686">Proven ability to win new business in technical manufacturing</p>
</li>
<li data-start="1687" data-end="1734">
<p data-start="1689" data-end="1734">Experience in wire, cable, or harness sales</p>
</li>
<li data-start="1735" data-end="1814">
<p data-start="1737" data-end="1814">Sector familiarity: Aerospace, Medical, Electronics, or Industrial Vehicles</p>
</li>
<li data-start="1815" data-end="1861">
<p data-start="1817" data-end="1861">Strong organizational and follow-up skills</p>
</li>
<li data-start="1862" data-end="1920">
<p data-start="1864" data-end="1920">Effective use of CRM tools like Salesforce (preferred)</p>
</li>
<li data-start="1921" data-end="1990">
<p data-start="1923" data-end="1990">Ability to build and manage OEM and Tier 1 supplier relationships</p>
</li>
<li data-start="1991" data-end="2037">
<p data-start="1993" data-end="2037">Self-motivated and driven sales performers</p>
</li>
</ul>
<p data-start="2039" data-end="2053"><span style="color: #e03e2d;"><strong data-start="2039" data-end="2053">CHALLENGES</strong></span></p>
<p data-start="2055" data-end="2471">The company was shifting from inherited, underperforming sales resources to a high-performance, growth-oriented team. Building new territories from the ground up and winning business in highly technical, regulated markets required strategic planning, market research, and persistence. The right candidates needed to work autonomously, manage long sales cycles, and translate VEZA&rsquo;s value proposition into clear wins.</p>
<p data-start="2474" data-end="2503"><span style="color: #e03e2d;"><strong data-start="2474" data-end="2503">THOUGHTS ON THE CANDIDATE</strong></span></p>
<p data-start="2505" data-end="3063">The appointed Business Development Managers bring deep expertise and a proven track record across VEZA&rsquo;s core markets. With over 10 years of sales experience, they have consistently won large accounts, each generating over $1M in annual revenue. Their ability to secure OEM partnerships, particularly in Aerospace, Defense, and Off-Highway sectors, aligns directly with VEZA&rsquo;s customer base and strategic objectives. Each candidate has full solution sales experience, enabling them to manage complex cycles from technical scoping through to contract close.</p>
<p data-start="2505" data-end="3063"><strong>Jack Burns, Principal, Raw Selection</strong></p>
<p data-start="2554" data-end="2596">&nbsp;</p>

BUSINESS DEVELOPMENT MANAGER - PORTFOLIO SEARCH - MANUFACTURING

<p class="MsoNormal">Jordan Mueser is a skilled investment professional with deep experience in technology-enabled healthcare and software investments. With a hands-on approach to deal sourcing and execution, Jordan has built a track record of platform and add-on acquisitions, navigating founder-led environments with transparency and professionalism.</p>
<p class="MsoNormal">His background includes:</p>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Bailey &amp; Company:</strong> Private Equity Investment &ndash; Tech-enabled healthcare and software investments&nbsp;</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Canaccord Genuity:</strong> Investment Banking &ndash; Healthcare IT &amp; Services&nbsp;</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>BRG Capital Advisors:</strong> Investment Banking &ndash; Strategic M&amp;A, growth equity</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;"><strong>Key Achievements:</strong> 3 platform acquisitions led,&nbsp;6 add-on acquisitions closed, 1 exit completed</li>
</ul>

Platform investments with 6 add-ons completed

& 3-statement models built from scratch on $50m EV deals

Senior Associate

SENIOR ASSOCIATE - PRIVATE EQUITY - USA

<p>Brian Christianson is a seasoned operations leader with over 12 years of experience in the HVAC industry, consistently delivering strong results through team development, operational discipline, and strategic growth initiatives. Most recently serving as General Manager at Veteran Air, he has full P&amp;L responsibility and oversees all aspects of operations, financial performance, and vendor management. Prior to this, he was Vice President of Operations at Snyder, where he led multiple service divisions, implemented process improvements, and drove revenue growth. At One Hour Heating and Air, he held multiple GM roles across Florida and Colorado, where he turned around a $1M annual loss into $560K+ profit, rebuilt underperforming teams, improved gross margins by 10% in six months, and consistently delivered 24% EBITA growth. Starting his career in the field as a technician, installer, and salesperson, Brian brings a hands-on understanding of HVAC operations. With a background in the fire service and military, he leads with discipline, accountability, and a focus on results.</p>

Revenue from $19MN to $32MN at a prior role

EBITDA from $6MN to $26MN at a prior role

How Clarion Home Services sourced a new GM for their Fort Collins branch due to decline in revenue.

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL SERVICES - USA

<p>Samuel Akinyooye is an accomplished General Manager with over 15 years of experience in operations, sales, and customer service leadership. At Roto-Rooter Plumbing and Drain Service, he has successfully managed multimillion-dollar P&amp;L portfolios, overseeing branches with annual revenues exceeding $40M and teams of 200+ employees. Samuel has a strong track record of optimizing operational efficiency, improving customer satisfaction, and driving revenue growth, earning multiple "Branch of the Year" and "Branch of the Month" awards. His expertise spans strategic leadership, financial management, sales strategy development, and team mentoring, making him a key driver of business success in high-growth service industries.</p>

Multiple awards won for branch/region of the month and year

Founders are exiting; a replacement is needed before year-end. Urgent hire required.

<div>
<div>
<p>The specific requirements for the search included prior experience in Private Equity, the ability to oversee all HR functions, and a proven track record of growing a firm with a headcount exceeding 200 people. Additionally, the ideal candidate needed to demonstrate experience liaising with key stakeholders within a PE firm, possess self-starter qualities, be a forward thinker, and have the drive to implement meaningful change.</p>
</div>
</div>

VP of HR & Operating Partner

A Human Capital and Operations Leader with extensive cross-industry experience and a proven track record in driving strategic initiatives.

Head of HR & Operating Partner

HEAD OF HR & OPERATING PARTNER, BOSTON, US

<p>Scott Durham is a strategic executive with extensive experience scaling, restructuring, and leading general contracting and MEP firms. He has successfully managed over $150M in projects annually, overseeing service, maintenance, special projects, estimation, and new construction. As Executive Director of Operations at Wisler, Scott expanded the company from $12M to $20M in revenue within 24 months, growing staff from 64 to 112 employees while integrating two acquisitions seamlessly. Previously, as Director of Operations at WST Industries, he increased sales by 35% and improved net margins to 26% through process optimization and employee engagement. With expertise in sales growth, operational efficiency, and leadership development, Scott consistently drives profitability and long-term business success.</p>

Add on acquisitions made in the last role

GENERAL MANAGER - PORTFOLIO SEARCH - COMMERCIAL SERVICES - USA

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<p data-pm-slice="0 0 []">Lauren Morera was a highly effective Vice President at BV Investment Partners, where she focused on driving strategic investments and portfolio growth. Prior to that, she was a Senior Associate at Audax Group, specializing in executing complex buy-and-build strategies in the industrial, business services, and consumer sectors. During her time at Audax, she successfully completed 4 platform investments, 43 add-on acquisitions, and realized 3 platform exits, consistently delivering top-tier returns. Her notable achievements included leading 17 acquisitions for Reedy Industries, resulting in op 5% IRR performance, and driving strategic expansion at Nexus Brands Group, achieving top-quartile returns. Lauren partnered closely with executive teams to accelerate value creation, implement operational enhancements, and drive strategic growth initiatives.</p>
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Principal

The new Principal will be joining the team based out of Boston, US.

PRINCIPAL 

PRINCIPAL – PRIVATE EQUITY SEARCH – MASSACHUSETTS, USA

<p class="MsoNormal">Sean Weeks is a proven operations executive specializing in the home service industry, with deep expertise in HVAC, plumbing, and electrical services. As VP of Operations at Home Service Excellence Group, Kelly drove transformative sales and customer service training initiatives, achieving a 92% booking rate and significantly increasing client value for strategic exits. Previously, as General Manager at Elmer&rsquo;s Air Conditioning and Plumbing, he scaled revenues from $8.3M to over $30M within four years, successfully leading two greenfield expansions in DFW and Houston. Kelly combines strategic vision, operational rigor, and a commitment to building cultures centered around servant leadership and customer experience excellence.</p>

Years of experience in the HVAC service sector

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL - USA

<p>Evan Bauer is a results-oriented leader with extensive expertise in operations, sales, and acquisitions, particularly within the home services industry. As General Manager at Horizon Services &amp; Strike Point Holdings, Evan led a team of over 230 HVAC and plumbing employees, driving annual revenues over $60 million with consistent 10% year-over-year growth. His innovative employee training and retention strategies reduced technician turnover from 45% to 20% within a year. Evan excels at restructuring organizations, streamlining operations to enhance EBITDA, and successfully integrating acquisitions, as demonstrated during his tenure with Morgan Stanley-backed Sila Home Services and currently with Equipment Management at Equipment. Evan is committed to building high-performance teams, optimizing service delivery, and achieving strong financial outcomes through disciplined management and strategic market expansion.</p>

<p>Carey Cannon is a results-driven executive with extensive leadership experience in operations, manufacturing, and business growth within private equity-backed environments. Currently serving as Market Area President at Apex Service Partners, Carey successfully oversees multiple HVAC, plumbing, and electrical businesses, achieving consistent annual revenue growth of 30%. He has a proven track record of enhancing EBITDA through strategic operational improvements, supply chain optimization, and Lean manufacturing initiatives. At Stanley Black &amp; Decker, Carey significantly improved inventory efficiency and realized over $5 million in cost savings, showcasing his strength in process improvement and continuous innovation. Known for building high-performance teams and cultures focused on both customer satisfaction and operational excellence, Carey consistently delivers substantial financial results and long-term strategic value.</p>

Number of business lead in HVAC, Plumbing & Electrical in a prior role

The new GM will be joining the team based in the US. 

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL HVAC - USA

<p data-start="0" data-end="639">Christian Ambjorn-Olsen is an experienced corporate finance, operations, and supply chain executive based in Charlotte, NC. Currently, served as the Vice President of Finance at The Automation Group, part of Flow Control Group, a KKR-backed private equity firm. He oversees financial reporting for 14 companies, has successfully integrated seven acquisitions, and is involved in ERP system migrations and strategic M&amp;A assessments. Christian previously held senior finance roles at CAMCO Chemicals, where he improved inventory management, streamlined financial processes, enhanced ERP systems, and led significant customer negotiations.</p>
<p data-start="641" data-end="1191" data-is-last-node="" data-is-only-node="">Multilingual and internationally educated, Christian holds a Master of Laws from The University of Edinburgh and a Bachelor of Science in Business Administration &amp; Commercial Law from Copenhagen Business School. His early career includes experience as an operations manager and international teller, showcasing diverse skills across finance, supply chain management, and customer service. Fluent in English, Danish, Swedish, and proficient in German</p>

Chief Financial Offer

CFO - PORTFOLIO SEARCH - COMMERCIAL SERVICES - USA

<p>Thomas Birmingham is an accomplished manufacturing and operations executive with over 30 years of experience driving significant operational improvements across diverse industries. In his current role as Vice President of Operations at Standard-Miether, Thomas increased EBITDA by $1.7M in his first year by streamlining processes, reducing costs, and implementing robust Lean methodologies. His tenure at Wausau Equipment and Rexnord similarly involved substantial transformations, including successful plant consolidations, significant inventory reductions, and the introduction of advanced manufacturing technologies. Thomas consistently demonstrates expertise in Lean manufacturing, financial planning, labor negotiations, and strategic operational restructuring to boost profitability, efficiency, and overall organizational performance.</p>

Vice President Operations

VP OF OPERATIONS

VICE PRESIDENT OF OPERATIONS - PORTFOLIO SEARCH - AEROSPACE & DEFENSE/MANUFACTURING - USA

<p>Jennifer Blood is a results-driven sales and relationship management executive specializing in business growth and strategic account management. With extensive experience at H-P Service Group and Diebold Inc., Jennifer has consistently exceeded sales targets, achieving 188% of her sales goal in 2022. She excels in developing sales strategies, establishing lucrative markets, and fostering strong brand loyalty. Her expertise spans process optimization, CRM system management, Lean Six Sigma principles, and strategic project management. Jennifer is recognized for her analytical acumen, communication skills, and ability to significantly enhance operational efficiency and profitability through structured, customer-focused initiatives.</p>

Last two years of a prior role, exceeded sales targets`

Years experience working for competing business

Head Of Sales

The new BD Manager/Head of Sales will be joining the team based out of the US

HEAD OF SALES

HEAD OF SALES - PORTFOLIO SEARCH - MANUFACTURING - USA

<p><strong>John Snowden</strong> has a track record of partnering with five private equity firms across his career. Having completed 2 Private Equity-backed exits with 3x revenue and 5x EBITDA growth. He has experience with omnichannel companies selling D2C and D2B globally. Alex Rawlings undertook reference checks as part of our service, and he was described as incredibly intelligent and hardworking. Alex shared that the references received from private equity partners, previous CEOs, and peers were the most positive feedback he had received about any executive.&nbsp;</p>

In a prior role, John achieved 4.6X EBITDA growth

CEO - PORTFOLIO SEARCH - CONSUMER - USA

<p data-start="0" data-end="379"><strong>Paul Selman</strong> is a highly accomplished executive with 21 years of experience in the HVAC industry, where he&rsquo;s consistently driven profitability, operational efficiency, and strategic growth across multiple regions. As a General Manager and Regional Director within one of the largest HVAC consolidated businesses in the U.S., Paul has a proven track record of delivering results.</p>
<p data-start="381" data-end="833" data-is-last-node="" data-is-only-node="">With a strong foundation in finance, backed by a Bachelor of Business Administration in Accounting from the University of Memphis, Paul brings exceptional financial acumen to every role&mdash;optimizing cash flow, managing budgets, and maximizing profitability. Beyond his leadership and financial expertise, he also holds HVAC contractor licenses in both Tennessee and South Carolina, further reinforcing his deep industry knowledge and hands-on experience.</p>

Helen Levesley

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