Everyone in private equity agrees that talent is one of the biggest drivers of value creation. The right executive can transform a business, accelerate growth, improve EBITDA, professionalise operations, lead acquisitions, stabilise leadership teams, and ultimately create a stronger exit outcome. Most firms understand this intellectually, yet despite knowing how important leadership is, executive hiring continues to be one of the biggest points of failure across PE-backed businesses.
That raises an important question: if talent matters this much, why do so many executive hires still fail?
After nearly a decade of placing executives into private equity-backed companies, we have seen the same patterns emerge repeatedly. We have seen exceptional hires completely change the trajectory of businesses, and we have also seen rushed decisions create months or years of disruption that could have been avoided. The difference almost always comes down to process, discipline, and whether firms are willing to stay patient when pressure starts building internally.
Because a bad executive hire does not just cost salary or recruiter fees. It costs momentum, confidence, leadership stability, and most importantly, time. In private equity, time is one of the few assets you never get back. A failed hire delays execution, slows decision-making, impacts culture, and often creates a second wave of problems that take far longer to fix than the original vacancy itself.
Over the years, we refined our approach to executive hiring down to three non-negotiable rules. Every successful placement we have made consistently follows these principles, and almost every failed hire we have analysed ignored at least one of them.
Rule #1: Set the Bar Higher Than Feels Comfortable
Most hiring mistakes begin with compromise, and compromise usually starts when urgency enters the process. The role has been open for too long, the business needs leadership, performance is slipping, or investors want to see movement. Slowly, standards begin to shift. Someone who initially felt &ldquo;almost right&rdquo; starts becoming acceptable simply because the business wants progress.
That is where costly mistakes happen.
Every executive hire should raise the standard of the business in a meaningful way. They should improve leadership capability, operational execution, strategic thinking, or commercial performance. If the incoming executive is not clearly stronger than what you already have, there is a strong chance you are making the wrong decision.
The best private equity firms do not approach hiring as filling vacancies. They approach it as upgrading the business every single time. That mindset changes the quality of decision-making completely because it forces firms to focus on long-term impact instead of short-term relief.
Earlier in my career, I made the same mistake many firms still make today. I compromised on quality because I believed speed mattered more. I convinced myself a candidate was close enough, justified the decision because the business needed someone quickly, and ignored concerns that should have been explored more deeply. Almost every time, those decisions created larger problems later.
The restart always costs more than the wait.
A rushed hire rarely saves time. More often, it delays progress further because the business eventually has to restart the process months later after losing momentum internally. Leadership teams become frustrated, execution slows, confidence drops, and the organisation ends up paying for the same role twice.
The issue is not urgency itself because every executive search carries urgency. The real problem is haste. Haste causes firms to skip references, avoid difficult conversations, overlook red flags, and convince themselves someone is a fit when deep down they already know there are concerns. Once that decision is made, unwinding it becomes expensive financially, operationally, and culturally.
The best firms do not slow down unnecessarily. They become more intentional. They compress timelines without lowering standards, align stakeholders early, structure interview processes properly, and move quickly with discipline rather than emotion. They understand that speed without structure creates mistakes, while speed with discipline creates exceptional hires.
Rule #2: Remove Subjectivity From the Hiring Process
One of the biggest weaknesses in executive hiring is overreliance on instinct. A candidate interviews well, communicates confidently, has an impressive background, and builds strong chemistry with stakeholders in the room. Naturally, people begin to feel positive about them. The problem is that charisma and confidence are often mistaken for capability.
Hiring at the executive level cannot be built around gut feel alone.
Too many firms make decisions based on whether they &ldquo;liked&rdquo; the candidate rather than whether the candidate can actually deliver the outcomes the business needs. While instinct has a place in hiring, it should never become the framework that drives the final decision. Without structure, firms end up making subjective judgments based on personality, presentation skills, and emotional bias rather than evidence.
The strongest hiring processes are built around consistency and objectivity. Candidates should be assessed against the same criteria, asked comparable questions, and evaluated through clear competency frameworks. Multiple stakeholders should be involved so decisions are not dependent on one individual&rsquo;s personal chemistry with the candidate. Without that structure, firms are not truly comparing candidates like-for-like. They are simply reacting to whoever interviewed best on the day.
That becomes especially dangerous at the executive level where the cost of getting it wrong is significantly higher.
For years, businesses relied on gimmicky interview questions because they believed they revealed intelligence or creativity. Questions like &ldquo;How many golf balls fit inside a Mini Cooper?&rdquo; became popular because companies assumed unusual questions would uncover exceptional talent. Eventually, many firms moved away from them because they realised something important: they were not predictive of success.
Interesting answers do not build businesses.
Execution does.
At the executive level, potential is not enough. You are hiring proven capability. The real question is not whether someone sounds intelligent in an interview. It is whether they have solved the types of problems your business is currently facing. Have they operated in a similar environment? Have they managed comparable complexity? Have they delivered under similar pressure? Have they successfully handled integrations, rapid scaling, turnaround situations, or lender relationships before?
Those are the questions that actually matter because experience only has value when it is relevant to the environment you are hiring into.
Rule #3: Give Great Candidates a Reason to Join
This is the part of executive hiring most firms underestimate, and it is one of the biggest reasons businesses lose exceptional candidates. Too many private equity firms approach recruitment as though the candidate should automatically want the opportunity simply because the business is PE-backed or growing quickly. The entire process becomes focused on assessing the executive while forgetting that the executive is assessing the business at the exact same time.
Recruitment is a two-way process.
The best executives almost always have multiple opportunities in front of them. If you cannot clearly communicate why your opportunity is compelling, another business will. That does not mean overselling the role or creating unrealistic promises. It means understanding what the candidate genuinely values and connecting the opportunity to those motivations in a meaningful way.
That distinction matters far more than most firms realise.
I once heard a story from a highly successful founder and CEO that perfectly illustrated this point. An Oxford graduate interviewed for two businesses. One was a fast-growing PE-backed company generating roughly &pound;50 million in revenue. The other was a very small coffee business generating less than &pound;500,000 annually. On paper, it should not even have been competitive.
The graduate chose the coffee business.
The reason was simple. The founder sold the vision. He made the opportunity feel exciting, meaningful, and aligned with what the candidate wanted from their career. The larger PE-backed business assumed the opportunity would speak for itself, but it did not.
That is the reality of executive hiring today. Your competition is not just other PE-backed businesses. It is every opportunity that candidate is considering. If you fail to communicate vision, purpose, growth, and opportunity effectively, you will lose exceptional people to businesses that do it better, even when your opportunity is objectively stronger.
The Principle That Prevents Most Bad Hires
There is one final principle that ties all of this together, and it is probably the simplest rule in executive hiring: a maybe is always a no.
Most bad hires happen because firms ignore instincts they already had early in the process. Pressure builds, the role stays vacant, business performance suffers, and eventually someone becomes &ldquo;good enough&rdquo; simply because the organisation wants the process to end. Deep down, the concerns usually already exist, but pressure has a way of making people rationalise decisions they should not make.
Firms start focusing on why the candidate could work instead of honestly evaluating why they may fail.
That is where most executive hiring mistakes come from. Not from a lack of candidates, but from lowering standards under pressure. The best firms stay disciplined when it matters most. They trust the process, maintain the standard, and wait for the right fit instead of forcing the wrong one through simply to create short-term relief.
Because every time you ignore that instinct, you usually pay for it later.
And in private equity, those mistakes are far too expensive to repeat.

3 Rules of Hiring: Never Hire a Bad Executive Again

Here&rsquo;s the uncomfortable truth most private equity investors won&rsquo;t say out loud: the majority of executive hires don&rsquo;t work out.
Not just a few. Most of them.
After years of working closely with private equity firms and their portfolio companies, a clear pattern emerges, roughly 90% of executive appointments fall short of expectations. And yet, the industry continues to repeat the same hiring mistakes, hoping for a different outcome.
The gap between failure and success isn&rsquo;t random. It comes down to two critical traits that consistently separate the top 10% of executives from everyone else.
And once you see them, you can&rsquo;t unsee them.
Trait #1:
The first mistake is surprisingly common: hiring based on potential instead of proof.
Talent is hard to find, and when the pressure is on, it&rsquo;s tempting to take a chance on someone who&nbsp;seems&nbsp;capable. Someone impressive on paper. Someone who might &ldquo;figure it out.&rdquo;
But private equity isn&rsquo;t the place to figure things out.
It&rsquo;s an environment defined by intensity, speed, and relentless expectations. Executives aren&rsquo;t brought in to learn on the job, they&rsquo;re brought in to deliver results immediately. And more often than not, those hired without direct private equity experience struggle to adapt to that pace.
The safest predictor of success is simple: has this person already operated in a private equity-backed business?
Not adjacent. Not similar. Not &ldquo;close enough.&rdquo;
Direct experience matters because it proves they understand the pressure, the cadence, and the expectations. Whether they&rsquo;ve held the top role or operated as a strong number two, what matters is exposure to the kind of decision-making and execution the role demands. They don&rsquo;t need to tick every box, but they should cover at least 80% of what&rsquo;s required.
The remaining 20% can be learned.
The rest cannot.
&nbsp;
Trait #2
The second trait is even more telling: experience through a liquidity event.
Execution in private equity isn&rsquo;t just about growth, it&rsquo;s about preparing for exit. And that process is complex, demanding, and unforgiving. Executives who have been through it before bring something invaluable: perspective.
They&rsquo;ve answered the tough questions. They&rsquo;ve made the mistakes. They&rsquo;ve learned what buyers actually care about.
That experience shows up in how they operate long before the exit itself. They prepare early. They build systems that stand up to scrutiny. They anticipate problems instead of reacting to them.
And most importantly, they don&rsquo;t do it for the first time under pressure.
Because in private equity, the first time is usually too late.
&nbsp;
When hires fail, the symptoms are easy to spot.
You start asking questions like:&nbsp;Why isn&rsquo;t this person driving change? Why isn&rsquo;t transformation happening?
It&rsquo;s rarely about intelligence or work ethic. Often, these individuals are strong leaders in the right context, empathetic, capable, and well-liked. But private equity demands something different.
It demands urgency.
And urgency isn&rsquo;t just about moving fast, it&rsquo;s about knowing what to move on, when to act, and when to pivot.
The strongest operators think in days and weeks. The rest think in quarters and years.
That difference compounds quickly.
&nbsp;
Private equity doesn&rsquo;t reward hesitation.
In many traditional businesses, decisions can take months. Strategies unfold over years. Growth is gradual, often spanning decades.
Private equity compresses all of that.
Transformation is expected now. Impact is expected immediately.
You&rsquo;re either driving change, or being replaced by someone who will.
&nbsp;
But speed alone isn&rsquo;t enough.
Moving quickly in the wrong direction is still failure. The best executives combine urgency with judgment. They act with incomplete information, often around 70% of what they&rsquo;d ideally want, and adjust as they go.
They know how to find the right data. They know who to bring in to execute. And they know how to course-correct when needed.
Because they&rsquo;ve done it before.
&nbsp;
So why do firms keep getting it wrong?
One major reason is that hiring decisions are often based on current challenges, not future ones. Firms look at the problems in front of them and hire someone to solve those specific issues.
But in high-growth environments, those problems are already evolving.
By the time the executive arrives, the business has moved on. The role becomes less about solving problems and more about accelerating momentum and if the hire isn&rsquo;t equipped for what&rsquo;s coming next, the mismatch becomes obvious.
This leads to a cycle: hire, struggle, replace, repeat.
Each new executive is brought in to fix a new set of challenges, but rarely to carry the business all the way through to exit.
And occasionally, by sheer luck, one works out.
One in ten.
&nbsp;
That&rsquo;s not a strategy. That&rsquo;s a gamble.
&nbsp;
Breaking the cycle requires a shift in how success is defined, and how candidates are evaluated. It&rsquo;s not about finding someone who looks the part. It&rsquo;s about finding someone who has already&nbsp;played the part&nbsp;in the exact environment you&rsquo;re operating in.
Because private equity doesn&rsquo;t have time for learning curves.
Only results.

2 Traits That Make or Break an Executive in Private Equity

The Operator Behind the Outcome
Amazon didn&rsquo;t just grow in 2025, it reaccelerated. The business reached $716 billion in revenue, growing 12.4% year over year, while AWS expanded by 24% in Q4 and hit a $142 billion run rate. For a company of that scale, that kind of acceleration doesn&rsquo;t happen by accident. It wasn&rsquo;t just strategy or market timing driving results.
It was the operator.
When Andrew Jassy stepped into leadership of Amazon&rsquo;s cloud division, he understood exactly where to push and when. That level of precision is what separates consistent growth from true performance acceleration, and it highlights something every private equity firm already agrees on: talent is everything. The difference is, most firms cannot consistently hire it.
The 20% Problem No One Measures
Across thousands of conversations with private equity firms, one number keeps surfacing. Around 20% of executive hires are successful, defined as the individual still being in the role by the time the business exits. That means four out of five hires fail. It&rsquo;s not a figure that is widely shared, and it&rsquo;s certainly not one that LPs tend to push for, but it remains one of the biggest constraints on value creation in the industry.
This is what makes the situation so paradoxical. If you listen to leading investors, CEOs, and operators, they all point to the same driver of success: people. High-performing executives are the individuals who transform businesses, execute strategy, and ultimately deliver returns. Yet despite universal agreement on their importance, hiring them remains inconsistent at best.
The Real Issue: &ldquo;Talent&rdquo; Isn&rsquo;t Clearly Defined
A large part of the issue is that talent is still defined in vague and intangible ways. Ask most investors what a great CFO or CEO looks like and you will hear similar descriptions: driven, intelligent, charismatic, hardworking. While these traits sound appealing, they are not measurable and they do not indicate whether someone can perform in a specific private equity environment. Without a clear definition of what &ldquo;great&rdquo; looks like, hiring becomes subjective, and subjectivity leads to inconsistency.
The firms that consistently get this right approach hiring very differently. Instead of relying on instinct or generalisations, they focus on three specific changes that significantly improve outcomes.
1. Define the Avatar With Precision
The first is defining the avatar with precision. Before entering the market, the best firms are explicit about what success looks like in the role. This goes beyond personality traits and into real, evidence-based criteria. They assess the environments a candidate has operated in, the challenges they have faced, and the outcomes they have delivered. At this level, hiring is not about potential. It is about proof, and the closer a candidate&rsquo;s past experience mirrors the situation they are stepping into, the higher the likelihood of success.
2. Hire for the Entire Hold Period
The second shift is hiring for the entire hold period, not just the immediate problem. This is where many firms fall short. They focus on the issues the business is facing today rather than what it will need to achieve over the next three to five years. For example, a firm may hire a CFO to professionalise the finance function or implement an ERP system in a newly acquired platform. While that may address the immediate need, it ignores what comes next, such as executing an M&amp;A strategy, managing integration, handling increased debt pressure, and maintaining tight control of cash flow.
The best firms take a longer-term view. They map out the full value creation plan and hire executives who have already navigated the majority of those challenges before. Typically, this means identifying individuals who have solved 80 to 85 percent of the problems the business is expected to face during the hold period. This reflects a critical reality of private equity: these are not development roles. Executives are not there to learn on the job, they are there to deliver outcomes.
3. Fix the Interview Process
The third area is the interview process, which is often the most overlooked. Most private equity professionals are highly skilled in financial modelling and deal execution, but very few are trained in assessing executive talent. As a result, hiring decisions tend to rely on factors that are easy to evaluate, such as background, education, and previous company names, rather than a deeper understanding of capability.
In many cases, candidates are also asked to present what they would do in their first 90 days. While this seems logical, it rarely provides meaningful insight. Strong executives do not make decisions based on incomplete information; they assess, validate assumptions, and then act. As a result, these presentations often become rehearsed and generic, offering little indication of how the individual will actually perform.
A more effective approach is to centre the interview around real business challenges. Instead of hypothetical plans, candidates should be given a genuine problem that the company is facing, ideally one that would create significant impact if resolved. This allows investors to understand how the executive thinks, how they prioritise, and how they have approached similar situations in the past, while also generating valuable insight into the business itself.
The Mindset Shift: From Development to Delivery
Ultimately, the difference comes down to mindset. Average firms tend to hire executives with the expectation that they will grow into the role, whereas the best firms hire individuals who have already done the job. In private equity, where time is limited and expectations are high, there is little room for a learning curve.
Talent is not the problem. Hiring it properly is.
The Bottom Line
<span style="font-size: 12.0pt; font-family: Aptos; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-ansi-language: EN-GB; mso-fareast-language: EN-GB; mso-bidi-language: AR-SA;">Improving executive hiring does not require a complete overhaul, but it does require clarity and discipline. By defining what great looks like, hiring for the full lifecycle of the investment, and adopting a more rigorous approach to assessment, firms can significantly improve their success rates. In an environment where the majority of hires fail, even small improvements create a meaningful competitive advantage.

The Private Equity Hiring Problem No One Talks About: Why 80% of Private Equity Executive Hires Fail

Key Traits That All Elite CEOs Have in Private Equity (And the Ones Which Cost)

<h3>The CFO Is the Most Replaced Executive in Private Equity. Not the CEO. Not the COO. The CFO. It happens in fund after fund and portfolio company after portfolio company, and yet many firms continue to approach the hire in exactly the same way.</h3>
They hire the title.
Not the capability.
A r&eacute;sum&eacute; says &ldquo;CFO,&rdquo; so the box gets ticked. Sometimes a VP of Finance is promoted internally. Other times a Controller with strong technical accounting skills is given the seat. On paper, the hire looks logical. In practice, the partnership with the CEO struggles, the business fails to get the financial insight it needs, and within a couple of years the firm is replacing the role again.
The mistake begins with a misunderstanding of what the Chief Financial Officer role actually is.
<h3>The Title Trap</h3>
A Controller manages accounting accuracy and reporting.
A VP of Finance typically oversees forecasting, budgeting, and financial performance management.
A true CFO operates at a completely different level.
The role is strategic, cross-functional, and deeply embedded in the operating rhythm of the business.
The best CFOs don&rsquo;t simply report the numbers.
They shape the decisions behind them.
A high-performing CFO works across operations, supply chain, purchasing, pricing strategy, and capital allocation. They translate financial data into operational insight and strategic direction for the CEO and the leadership team. Strategic awareness and cross-functional influence are the real differentiators between someone who holds the CFO title and someone who truly performs the role.
This is where many hires fail.
They stay inside the finance department.
<h3>1. Private Equity Backed Experience</h3>
The first and most important criteria when hiring a CFO for a portfolio company is private equity backed experience. CFOs who have operated inside a PE-backed environment understand the pace, expectations, and scrutiny that come with it. They are used to working in businesses where data drives decisions, growth expectations are aggressive, and leadership teams are expected to move quickly when performance metrics reveal opportunities or risks.
Private equity runs at a different speed.
Executives without this experience can be exceptional finance leaders but still struggle when placed in a PE-backed environment for the first time. The reporting cadence, pressure from investors, and focus on value creation require a different mindset.
Private equity is not corporate finance.
It is performance finance.
Hiring someone who has already operated successfully in this environment significantly increases the likelihood of success.
<h3>2. Exit Experience</h3>
Many CFOs will state that they have been through an exit, but the level of involvement can vary dramatically. Some CFOs lead the process alongside the private equity firm and advisors, preparing the data room, supporting buyer diligence, and building the financial narrative that underpins the investment story. Others are far less involved, with the transaction largely managed by the private equity firm and investment bankers.
Simply ticking the exit box is not enough.
Private equity firms should understand exactly what the CFO&rsquo;s role was during the exit process.
Did they prepare the financials for diligence?
Were they involved in the management presentations?
Did they support negotiations and investor discussions?
Or were they simply present during the process?
The difference between participating in an exit and leading one is significant.
And experienced investors know the difference.
<h3>3. Responsibilities Outside of Finance</h3>
The biggest difference between a Controller, a VP of Finance, and a Chief Financial Officer is strategic awareness and the ability to work across the entire business. A true CFO does not operate solely within accounting and finance. Instead, they partner with the CEO and leadership team to improve performance across operations, purchasing, pricing, supply chain, and capital allocation.
The best CFOs operate across the business.
They help leadership understand how operational decisions impact financial performance. They build the data infrastructure that allows executives to make informed decisions about margins, inventory levels, purchasing efficiency, and product profitability.
A CFO should influence the operating engine.
Not just the financial statements.
If the CFO only manages accounting and reporting, the business is missing a critical strategic partner.
<h3>4. M&amp;A Experience</h3>
Mergers and acquisitions are one of the most common value creation strategies in private equity. However, not all M&amp;A experience is equally relevant. Some CFOs have participated in acquisitions but had limited involvement in the actual diligence process. Others have played a central role in evaluating targets, supporting financial analysis, and leading integration after the deal closes.
The real value is often created after the deal.
Integration is where synergies are captured, systems are aligned, and financial performance improves.
Many deals look good in Excel.
Fewer work in operations.
A CFO who has successfully led integration efforts brings far more value than one who simply participated in the acquisition process.
Understanding both the scale and depth of involvement in previous M&amp;A activity is critical when evaluating candidates.
<h3>5. Debt Management Experience</h3>
Debt management is another critical factor when assessing CFO candidates for private equity-backed businesses. Portfolio companies often operate with leveraged capital structures, which means the CFO must be comfortable managing banking relationships, covenant compliance, and liquidity planning.
Debt introduces discipline.
But it also introduces pressure.
Not all PE-backed companies have the same leverage profile. A CFO who has operated in businesses with strong cash flow and limited debt may have had little exposure to lender negotiations or covenant pressure.
In more highly leveraged environments, those skills become essential.
Understanding the candidate&rsquo;s experience managing debt structures, lender relationships, and financial constraints is therefore key to determining whether they are the right fit.
<h3>6. World-Class Early Career Background</h3>
While not a guarantee of success, early career experiences can often indicate the standards and rigor an executive has been exposed to. CFOs who began their careers in environments such as Big Four accounting firms, leading consulting firms, or world-class operating companies often develop strong financial discipline and operational thinking early on.
Early environments shape standards.
Executives who have worked in high-performance organizations are typically exposed to demanding expectations, rigorous problem-solving, and structured thinking.
Standards compound over time.
This background often translates well into private equity environments where operational improvement and disciplined financial management are essential.
These experiences should not be viewed as guarantees, but they can be powerful indicators when combined with strong private equity experience and a proven track record.
Guesswork Is Expensive
Executive hiring will always carry some uncertainty. Personal circumstances change, markets shift, and even highly capable leaders can struggle in the wrong environment.
But structured hiring processes significantly reduce the risk.
As Gary Vaynerchuk famously said:
&ldquo;Hiring is guessing. Firing is knowing.&rdquo;
The goal is to reduce the guessing.
Private equity firms that define the CFO scorecard before the search begins dramatically increase their chances of hiring the right executive the first time.
And when that happens, the CFO becomes exactly what the role is meant to be in a private equity-backed business.
A strategic partner in value creation.
Not the next executive to replace.

Why the CFO Is the Most Replaced Executive in Private Equity: How to Get the Hire Right

11 Traits That Can Make Or Break a General Manager in Private Equity Backed Businesses

One of the biggest lessons I have learned in growing Raw Selection into the executive search firm we have today (unfortunately one that took me around nine years to fully understand) is the importance of hiring to a very specific avatar. When most people hear the word avatar in hiring, they think about sales teams or marketing personas. That is not what I mean. What I mean is breaking down, in a very narrow and specific way, the exact type of person who succeeds inside your organisation and then hiring only for that profile.
This lesson did not come from theory or reading management books. It came from experience, and from making mistakes. Over the years we have hired people with almost every level of experience imaginable. Some joined us with just six months of recruitment experience, while others came in with ten, fifteen or even twenty-five years in the industry. If experience alone was the key indicator of success, you would expect the most experienced people to perform the best.
That is not what happened.
Today when I look across our team, only one person actually came from the recruitment or executive search industry. The rest of the team came from completely different backgrounds, predominantly graduates with first-class degrees. That has now become the avatar of who we hire from.
Some people might push back on that and say, &ldquo;Well perhaps you simply cannot attract experienced recruiters.&rdquo; That is a fair challenge. But after going through enough hires and enough cycles of recruiting, onboarding and performance management, it became clear that the pattern was not about attraction. The pattern was about fit with the standards of our organisation.
Standards Expose the Difference
The reason experienced hires often struggled in our business came down to one thing: standards. At Raw Selection we run extremely high standards when it comes to how work is done. That includes the level of interviewing, the depth of candidate assessment, the structure of our search process and the communication we maintain with clients and candidates.
We strive for what we describe as world-class execution across everything we do. That level of expectation simply has not been applicable to every person we have hired across different experience levels.
What we discovered over time was that when experienced recruiters joined our organisation, many of them quickly realised something uncomfortable. They realised that the standards they had been operating at previously were nowhere near the standards we operated at. Twenty years of recruitment experience did not necessarily translate into strong performance in our environment. In fact, in several cases it made the adjustment more difficult.
Experience can sometimes reinforce habits. If those habits were built in an environment with lower expectations, they become difficult to change.
The Avatar Principle
The lesson for us was simple but powerful: you must build a clear avatar for the people who succeed inside your organisation. Once you identify that avatar, you narrow your hiring criteria around it and you commit to it.
For us, that meant focusing heavily on graduates with strong academic performance and the ability to learn quickly. Over time that profile consistently outperformed experienced hires because they entered the business without preconceived habits and were able to adopt the standards and processes we operate with from day one.
This does not mean experienced professionals cannot succeed in our environment. It simply means that when we step outside of our avatar, the probability of success drops significantly.
Outliers Always Exist
There are always exceptions to this rule. In our own business we have one senior individual who came from the recruitment industry and has performed exceptionally well. We also have people who joined us before we introduced our graduate hiring focus who have become some of the highest performers in the company.
But they are exactly that: outliers.
When you look at hiring statistically, operating outside of your avatar dramatically reduces your success rate. In our experience, when we step outside of that profile the probability of success drops to something like a one-in-ten model. That means you may find great talent occasionally, but you will go through a lot of hires before you discover it.
Great businesses do not rely on luck.
They rely on patterns.
Look for the Commonalities
If you want to build a hiring avatar in your own organisation, the first step is not looking at the anomalies. Instead, you need to analyse the commonalities among your highest performers. Look across your leadership team and ask where the most successful individuals came from.
Examine the backgrounds of your best CFOs, CEOs and COOs. Look at their early career experiences, their educational backgrounds and the companies where they developed their skills. The goal is not to copy individual careers, but to identify the patterns that consistently lead to success inside your organisation.
Once you identify those patterns, you begin narrowing the profile further and further.
The best private equity firms do this extremely well.
Clarity Drives Performance
Private equity firms that generate the highest levels of growth tend to have extraordinary clarity around the types of leaders they hire for their portfolio companies. They are incredibly specific about what success looks like in each role.
Take CFO hiring as an example. Many firms establish very clear criteria for their financial leaders. They may require prior experience in a private equity-backed company, exposure to an exit process, or a specific type of early career training such as time spent at firms like PwC or other world-class organisations.
The point is not that these specific requirements apply to every business. The point is that the most successful investors become extremely clear about the profile of leadership that consistently delivers results in their portfolio companies.
Once that clarity exists, hiring becomes far more predictable.
Building the Playbook
When you hire against a clearly defined avatar, something important happens. You begin to understand the typical skill gaps those individuals may have when they join your organisation. Because you have hired the same profile repeatedly, you already know where development will be needed.
That allows you to create a playbook for developing them.
Instead of constantly reacting to unexpected weaknesses, you already know where coaching, training or support will be required. That allows your leadership team to focus far more energy on growth rather than constantly solving hiring problems.
Without that clarity, companies often find themselves spending significant time defending against operational issues caused by poor hiring decisions.
Why Hiring Mistakes Are So Expensive
The cost of hiring the wrong leadership profile is particularly severe in private equity-backed businesses. When a portfolio company has to replace a CFO, CEO or COO two or three times, the consequences are significant. Operational progress slows, strategic initiatives stall and leadership teams become distracted by internal challenges rather than focusing on growth.
More importantly, repeated leadership turnover erodes the financial performance of the business. When EBITDA growth slows, the eventual exit multiple and investor returns are directly affected.
Hiring mistakes are not simply operational problems.
They are value creation problems.
Narrow the Avatar
The most important takeaway from this lesson is simple. Once you identify the type of person who succeeds in your organisation, you should continue narrowing that avatar over time.
That is exactly what we have done at Raw Selection. Over the years we have refined our hiring criteria again and again. Each iteration has helped us move closer to the profile that consistently succeeds within our business.
Today we operate with a single, very clear avatar for new hires. If a candidate does not meet that profile, we simply move on.
Instead of compromising the hiring criteria, we focus on expanding the funnel of candidates who match that profile.
Because once you know exactly who succeeds in your organisation, the goal is no longer to change the profile.
The goal is to find more people who fit it.

The Hiring Lesson That Took Me Nine Years to Learn

STOP HIRING ON HOPE: THE OFFER LETTER SHOULD ENABLE DUE DILIGENCE, NOT BYPASS IT
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.
Yet most PE firms and portfolio companies still make the same structural mistake:
They blur the line between an offer and a contract.
That&rsquo;s how you end up &ldquo;committed&rdquo; before you&rsquo;ve done proper due diligence.
Raw Selection has created a template conditional offer letter designed specifically for Private Equity and PE-backed businesses. The goal is simple:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;">Separate the offer from the employment contract</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;">Make the offer conditional on robust pre-employment due diligence</li>
<li class="MsoNormal" style="mso-list: l5 level1 lfo1; tab-stops: list 36.0pt;">Give you the ability to run effective DD on every candidate &mdash; without legal ambiguity and without sloppy backtracking</li>
</ul>
This isn&rsquo;t admin. It&rsquo;s risk control.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
WHY SEPARATING THE OFFER FROM THE CONTRACT MATTERS
A conditional offer letter should do three things:
<ol style="margin-top: 0cm;" start="1" type="1">
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;">Lock intent</li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;">Everyone knows the role, start date intent, and headline terms.</li>
</ul>
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;">Protect the business</li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;">You are not legally bound into employment terms while checks are outstanding.</li>
</ul>
<li class="MsoNormal" style="mso-list: l6 level1 lfo2; tab-stops: list 36.0pt;">Enable proper diligence</li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l6 level2 lfo2; tab-stops: list 72.0pt;">It creates the structure to verify the person you think you&rsquo;re hiring is the person you&rsquo;re actually hiring.</li>
</ul>
</ol>
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.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
THE DUE DILIGENCE EVERY PE FIRM SHOULD RUN (WHERE LAWFUL AND APPROPRIATE)
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.
This offer is made subject to the following conditions:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;">Receipt of three satisfactory references from previous line managers or company directors/executives;</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;">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.</li>
<li class="MsoNormal" style="mso-list: l4 level1 lfo3; tab-stops: list 36.0pt;">Completion of all necessary pre-employment background checks, which may include:</li>
<ul style="margin-top: 0cm;" type="circle">
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Verification of identity and right to work in the US;</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Confirmation of employment history and qualifications;</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Criminal record checks (where lawful and proportionate to the duties of the role);</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Credit and financial checks (where relevant to the role);</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Directorship, conflict of interest and business registries checks;</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Review of publicly available professional information (e.g. LinkedIn, online registers).</li>
<li class="MsoNormal" style="mso-list: l4 level2 lfo3; tab-stops: list 72.0pt;">Drug and alcohol employment checks</li>
</ul>
</ul>
My view: if you aren&rsquo;t doing this, you&rsquo;re gambling.
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.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
&ldquo;BACKDOOR REFERENCES&rdquo; ARE NOT OPTIONAL &mdash; THEY&rsquo;RE THE POINT
Provided references are table stakes. They&rsquo;re curated.
The real insight comes from:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">former peers</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">former direct reports</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">cross-functional stakeholders</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">customers / suppliers (where appropriate)</li>
<li class="MsoNormal" style="mso-list: l2 level1 lfo4; tab-stops: list 36.0pt;">prior board members and investors (where feasible)</li>
</ul>
That&rsquo;s where you find out:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;">what they&rsquo;re actually like under pressure</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;">whether they build talent or churn it</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;">whether they own mistakes or spin them</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo5; tab-stops: list 36.0pt;">whether they can operate in a high-accountability environment (i.e., PE)</li>
</ul>
Your offer letter needs to give you the permission and structure to do this properly, while still protecting the candidate&rsquo;s current employment situation.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
WHAT THIS TEMPLATE DOES DIFFERENTLY
Most templates fail because they&rsquo;re generic HR documents. This one is built for PE reality:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;">Clear conditionality: no ambiguity that the offer depends on checks.</li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;">DD baked into the process: references + verification + background checks are explicit.</li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;">Current employer protection: you can diligence properly without risking their current job.</li>
<li class="MsoNormal" style="mso-list: l3 level1 lfo6; tab-stops: list 36.0pt;">Contract separation: the contract follows after satisfactory checks &mdash; not before.</li>
</ul>
It&rsquo;s a simple change that stops a lot of expensive problems.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
THE STANDARD YOU SET HERE CHANGES WHO YOU ATTRACT
High performers respect high standards.
When your process includes structured diligence, it signals:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;">you&rsquo;re serious</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;">you&rsquo;re professional</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;">you don&rsquo;t hire emotionally</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo7; tab-stops: list 36.0pt;">you protect the asset</li>
</ul>
That improves candidate quality over time because the wrong people don&rsquo;t like scrutiny. The right people expect it.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
DISCLAIMER
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.
<div class="MsoNormal" style="text-align: center;" align="center"><hr align="center" size="2" width="100%"></div>
WANT THE TEMPLATE?
Download Below.

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">The Journey to &pound;10 Million</h2>
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.
But behind the scenes, we are building a business of our own.
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.
<h3 data-start="796" data-end="825">Why Document the Journey?</h3>
Private equity is built on data, discipline, and constant improvement. Yet many service providers operate behind closed doors, only showing the highlight reel.
We want to do the opposite.
This journey is about:
<ul data-start="1040" data-end="1327">
<li data-start="1040" data-end="1088">
Sharing what actually works (and what doesn&rsquo;t)
</li>
<li data-start="1089" data-end="1174">
Holding ourselves accountable to the same standards we expect from leadership teams
</li>
<li data-start="1175" data-end="1246">
Building a culture of execution, feedback, and continuous improvement
</li>
<li data-start="1247" data-end="1327">
Creating long-term trust with our clients, candidates, and future team members
</li>
</ul>
&pound;10 million is our first major milestone - not the destination, but a marker of scale, consistency, and quality.
<h3 data-start="1443" data-end="1480">Working on the Biggest Constraint</h3>
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.
Last year, that constraint was clear.
Our search-to-placement ratio was too high. We were taking on too many searches that lacked urgency, clarity, or alignment and that diluted outcomes for everyone involved.
At one point, it was taking six to seven searches to make one placement. That wasn&rsquo;t acceptable.
So we paused, refocused, and spent three months fixing it.
Today:
<ul data-start="2071" data-end="2237">
<li data-start="2071" data-end="2126">
We average one placement for every three searches
</li>
<li data-start="2127" data-end="2180">
We are far more selective about the work we take on
</li>
<li data-start="2181" data-end="2237">
Quality, urgency, and alignment now come before volume
</li>
</ul>
That shift alone fundamentally changed the trajectory of the business.
<h3 data-start="2311" data-end="2359">Constraint Two: Not Pitching Enough Business</h3>
The next bottleneck wasn&rsquo;t delivery - it was demand generation.
For the first part of the year, we were pitching an average of 5.5 retained searches per month. The solution wasn&rsquo;t complicated: raise the standard and focus on volume with intent.
We set a clear target:
<ul data-start="2635" data-end="2670">
<li data-start="2635" data-end="2670">
10 retainer pitches per month
</li>
</ul>
By focusing singularly on that metric, we not only hit it - we exceeded it. Every month.
No complex strategy. Just discipline, measurement, and execution.
<h3 data-start="2829" data-end="2889">Constraint Three: Hiring and Developing the Right People</h3>
As Raw Selection grows, the biggest lever for future scale is people.
That means:
<ul data-start="2974" data-end="3128">
<li data-start="2974" data-end="3004">
Hiring the right individuals
</li>
<li data-start="3005" data-end="3041">
Setting clear expectations by role
</li>
<li data-start="3042" data-end="3070">
Tracking the right metrics
</li>
<li data-start="3071" data-end="3128">
Increasing the probability that every new hire succeeds
</li>
</ul>
We&rsquo;ve broken down performance metrics by job function - research, sales, and business development - so expectations are explicit, measurable, and fair.
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.
This isn&rsquo;t about micromanagement. It&rsquo;s about clarity, growth, and accountability.
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.
<h3 data-start="3756" data-end="3786">Discipline Over Motivation</h3>
One of the recurring themes on this journey is the difference between motivation and discipline.
Motivation comes and goes. Discipline doesn&rsquo;t.
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.
For us, discipline means:
<ul data-start="4129" data-end="4322">
<li data-start="4129" data-end="4184">
Protecting performance today so Monday doesn&rsquo;t suffer
</li>
<li data-start="4185" data-end="4241">
Making short-term trade-offs for long-term consistency
</li>
<li data-start="4242" data-end="4322">
Setting a new personal and professional baseline and never slipping below it
</li>
</ul>
That mindset compounds over time.
<h3 data-start="4359" data-end="4417">Making Hiring a Business Problem, Not a Hiring Problem</h3>
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.
A vague brief usually reflects a deeper issue:
<ul data-start="4631" data-end="4729">
<li data-start="4631" data-end="4648">
Margin pressure
</li>
<li data-start="4649" data-end="4671">
Poor cost visibility
</li>
<li data-start="4672" data-end="4700">
Operational inefficiencies
</li>
<li data-start="4701" data-end="4729">
Lack of leadership clarity
</li>
</ul>
Our role is to get underneath the job title and diagnose the real problem - then design a leadership solution that addresses it.
That approach is central to how we &ldquo;de-risk&rdquo; executive search:
<ul data-start="4924" data-end="5032">
<li data-start="4924" data-end="4946">
Refundable retainers
</li>
<li data-start="4947" data-end="4968">
Clear qualification
</li>
<li data-start="4969" data-end="4989">
Total transparency
</li>
<li data-start="4990" data-end="5032">
Accountability on outcomes, not activity
</li>
</ul>
<h3 data-start="5034" data-end="5079">The Founder&rsquo;s Role as the Business Scales</h3>
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.
In our case, the advice was the opposite.
To scale effectively, I need to stay close to:
<ol data-start="5320" data-end="5562">
<li data-start="5320" data-end="5390">
The sales engine - refining how we qualify, pitch, and win work
</li>
<li data-start="5391" data-end="5480">
The mission and vision - ensuring everyone understands what we&rsquo;re building and why
</li>
<li data-start="5481" data-end="5562">
Hiring - attracting and developing top graduates and experienced operators
</li>
</ol>
Those three areas will define whether Raw Selection scales sustainably - or not.
<h3 data-start="5646" data-end="5664">The Road Ahead</h3>
This journey won&rsquo;t be linear. There will be setbacks, missteps, and uncomfortable lessons along the way.
But that&rsquo;s the point.
If we expect portfolio companies to operate with clarity, discipline, and accountability, we have to do the same.
This is Raw Selection - building toward &pound;10 million, one constraint at a time.
&nbsp;
<a href="https://youtu.be/cSRZJzbYaBE?si=KX63i8u6GQu9VfdS" target="_blank" rel="noopener">Watch The Full Episode Here</a>
&nbsp;

The Journey to £10 Million

If you&rsquo;re a CFO in a Private Equity&ndash;backed business considering your next step, here&rsquo;s the reality: PE firms don&rsquo;t hire CFOs to &ldquo;run the numbers&rdquo; &mdash; they hire CFOs who can transform businesses and deliver exits.
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.
<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">
Revenue Growth &amp; Margin Expansion &ndash; Show how finance supported commercial success. Did you drive pricing discipline, control leakage, or leverage SG&amp;A? Spell it out.
</li>
<li data-start="931" data-end="1068">
M&amp;A Experience &ndash; Detail how many acquisitions, your role in diligence, integration, and system migration. Timeline speed matters.
</li>
<li data-start="1069" data-end="1223">
Finance Transformation &ndash; ERP implementations, building finance teams, moving from cash to accrual, improving close cycles. Show your fingerprints.
</li>
<li data-start="1224" data-end="1372">
Debt &amp; Capital Management &ndash; Lender negotiations, covenant resets, refinancing, debt reduction. These are critical in leveraged environments.
</li>
<li data-start="1373" data-end="1502">
Exit Leadership &ndash; CIM prep, diligence, banker Q&amp;A, management presentations. Have you quarterbacked an exit? That&rsquo;s gold.
</li>
</ul>
<h3 data-start="1504" data-end="1562">The Difference Between Winning and Losing Candidates</h3>
Weak CFO resumes list tasks. Winning CFO resumes show how you created equity value &mdash; with numbers, multiples, and exit outcomes.
<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>
Chief Financial Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2022 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.
<ul data-start="2041" data-end="2636">
<li data-start="2041" data-end="2143">
Revenue Growth: $180M &rarr; $328M via contracts, capital projects ($10M&ndash;$30M), and tuck-in acquisition
</li>
<li data-start="2144" data-end="2234">
EBITDA Growth: $8.5M &rarr; $42M by leveraging SG&amp;A, controlling leakage, improving pricing
</li>
<li data-start="2235" data-end="2320">
M&amp;A: $61M tuck-in adding drone inspection capabilities and new customer verticals
</li>
<li data-start="2321" data-end="2423">
Finance Transformation: Overhauled ERP and reporting; strengthened forecasting and working capital
</li>
<li data-start="2424" data-end="2520">
Debt Management: Renegotiated non-compliant $80M debt covenants, restoring lender confidence
</li>
<li data-start="2521" data-end="2636">
Exit: Led successful PE-to-PE sale at 8x EBITDA in 2022; quarterbacked CIM, diligence, and buyer engagement
</li>
</ul>
<hr data-start="2638" data-end="2641">
<h3 data-start="2643" data-end="2693">Example 2: National Restoration Services CFO</h3>
Chief Financial Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2024 Built and scaled a fragmented platform from $50M &rarr; $310M revenue, executing 15 acquisitions and preparing the business for a $700M exit.
<ul data-start="2919" data-end="3510">
<li data-start="2919" data-end="3025">
Revenue Growth: $50M &rarr; $310M (70% M&amp;A / 30% organic); expanded into reconstruction, biohazard, roofing
</li>
<li data-start="3026" data-end="3126">
EBITDA Growth: 17% &rarr; 23% margin | $9M &rarr; $48M EBITDA through SG&amp;A leverage and pricing discipline
</li>
<li data-start="3127" data-end="3218">
M&amp;A: 15 acquisitions integrated in 45&ndash;120 days; migrated all to Sage Intacct + Power BI
</li>
<li data-start="3219" data-end="3356">
Finance Transformation: Built finance org from scratch; implemented ERP, moved to accrual accounting, standardised payroll/compliance
</li>
<li data-start="3357" 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+
</li>
</ul>
<hr data-start="3512" data-end="3515">
<h3 data-start="3517" data-end="3533">Final Word</h3>
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.
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.
 Reach out in confidence to Alex Rawlings: <a class="decorated-link cursor-pointer" rel="noopener" data-start="4034" data-end="4065">alex.rawlings@raw-selection.com</a>&nbsp;

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

If you&rsquo;re a CEO in a Private Equity&ndash;backed business considering your next move, understand this:&nbsp;PE firms don&rsquo;t hire CEOs for their title &mdash; they hire them for their ability to deliver equity value.
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.
<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">
Revenue Growth &ndash; Show before and after numbers. Break it out between organic and M&amp;A.
</li>
<li data-start="832" data-end="954">
EBITDA Expansion &ndash; Sponsors care about margins. Demonstrate cost control, operational efficiency, and scalability.
</li>
<li data-start="955" data-end="1095">
M&amp;A Leadership &ndash; Acquisitions are central to the PE playbook. Detail how many, your role in diligence/integration, and the outcomes.
</li>
<li data-start="1096" data-end="1262">
Operational Transformation &ndash; Founder-led to institutional grade, ERP implementations, shared services, salesforce effectiveness &mdash; highlight your fingerprints.
</li>
<li data-start="1263" data-end="1375">
Exit Experience &ndash; Have you run a process? Managed diligence, CIM prep, or sponsor negotiations? Show it.
</li>
</ul>
<h3 data-start="1377" data-end="1435">The Difference Between Winning and Losing Candidates</h3>
Weak CEO resumes list responsibilities. Winning CEO resumes list results. Numbers. Multiples. Exits.
<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>
Chief Executive Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2020 &ndash; 2025 Hired to professionalise operations and prepare the $50M franchise platform for exit. Led turnaround and expansion across the U.S.
<ul data-start="1848" data-end="2537">
<li data-start="1848" data-end="1900">
Revenue Growth: $50M &rarr; $107M | EBITDA: 20% &rarr; 25%
</li>
<li data-start="1901" data-end="1960">
M&amp;A: Acquired X COMPANY ($3M &rarr; $12M revenue in 3 years)
</li>
<li data-start="1961" data-end="2028">
Organic Expansion: Added 402 franchise territories (65% growth)
</li>
<li data-start="2029" data-end="2148">
Operational Improvements: Implemented ServiceTitan and ServiceMinder CRMs, automated marketing, redesigned websites
</li>
<li data-start="2149" data-end="2230">
Customer Retention: Launched subscription model, increasing recurring revenue
</li>
<li data-start="2231" data-end="2327">
Shared Services: Centralised finance, IT, HR, purchasing; opened new HQ with training centre
</li>
<li data-start="2328" data-end="2401">
Leadership: Built senior team including divisional presidents and VPs
</li>
<li data-start="2402" data-end="2537">
Exit: Negotiated sale at a double-digit EBITDA multiple; platform positioned at ~2x revenue growth and +500bps margin expansion
</li>
</ul>
<hr data-start="2539" data-end="2542">
<h3 data-start="2544" data-end="2597">Example 2: Global Tools &amp; Equipment Distributor</h3>
Chief Executive Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2006 &ndash; 2022 Led two sponsor-backed cycles, professionalising the business and driving global expansion through M&amp;A and organic growth.
<ul data-start="2809" data-end="3399">
<li data-start="2809" data-end="2865">
Revenue Growth: $140M &rarr; $500M (50% organic, 50% M&amp;A)
</li>
<li data-start="2866" data-end="2953">
EBITDA Growth: $8M &rarr; $36M through logistics automation, sourcing, and SG&amp;A leverage
</li>
<li data-start="2954" data-end="3072">
M&amp;A: 13 acquisitions integrated into a unified platform; created structured playbook for diligence and integration
</li>
<li data-start="3073" data-end="3166">
Operational Excellence: Implemented ERP, standardised KPIs, and automated demand planning
</li>
<li data-start="3167" data-end="3245">
Leadership: Rebuilt executive team across supply chain, finance, and sales
</li>
<li data-start="3246" data-end="3399">
Exits:
<ul data-start="3264" data-end="3399">
<li data-start="3264" data-end="3306">
Founder sale to PE firm at 8.7x EBITDA
</li>
<li data-start="3310" data-end="3399">
PE-to-PE exit at 13x EBITDA; personally led CIM prep, diligence, and buyer engagement
</li>
</ul>
</li>
</ul>
<hr>
<h3 data-start="3406" data-end="3422">Final Word</h3>
Your resume isn&rsquo;t a job description, it&rsquo;s a value-creation scoreboard. 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.
Are you considering your next CEO opportunity in Private Equity or looking to hire a proven leader for your portfolio?
 We treat every search with full confidentiality.
 Reach out in confidence to&nbsp;Alex Rawlings:&nbsp;<a class="decorated-link cursor-pointer" rel="noopener" data-start="3926" data-end="3957">alex.rawlings@raw-selection.com</a>

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

If you&rsquo;re a COO in a Private Equity&ndash;backed business and considering your next step, know this: PE firms don&rsquo;t hire COOs for keeping the lights on &mdash; they hire COOs who scale platforms, integrate acquisitions, and deliver exits.
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.
<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">
Revenue &amp; Margin Growth &ndash; How did you scale operations without losing profitability? Show revenue expansion alongside margin protection or accretion.
</li>
<li data-start="892" data-end="1075">
Operational Transformation &ndash; Did you implement ERP, introduce shared services, or standardise KPIs? This proves you can take a company from founder-led to institutional-grade.
</li>
<li data-start="1076" data-end="1232">
M&amp;A Execution &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.
</li>
<li data-start="1233" data-end="1381">
Market Expansion &ndash; Greenfield launches, geographic expansions, or new service lines &mdash; highlight the operational mechanics behind the growth.
</li>
<li data-start="1382" data-end="1554">
Exit Leadership &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.
</li>
</ul>
<h3 data-start="1556" data-end="1614">The Difference Between Winning and Losing Candidates</h3>
Weak COO resumes list responsibilities. Winning COO resumes demonstrate scalable impact: revenue doubled, margins preserved, acquisitions integrated, systems implemented, and exits delivered.
<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>
Chief Operating Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2018 &ndash; 2024 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.
<ul data-start="2179" data-end="3096">
<li data-start="2179" data-end="2282">
Revenue Growth: $85M &rarr; $270M across HVAC (60%), plumbing (25%), electrical (10%), and new verticals
</li>
<li data-start="2283" 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
</li>
<li data-start="2452" data-end="2600">
Operational Improvements: Grew maintenance agreements to 200,000+, launched online scheduling, and added upsell campaigns lifting lead flow +25%
</li>
<li data-start="2601" data-end="2715">
New Services: Introduced generator sales (Generac dealer) and water treatment, boosting cross-sell penetration
</li>
<li data-start="2716" data-end="2852">
Market Expansion &amp; M&amp;A: Opened new metro projected at $32M run-rate revenue; integrated acquisitions without disrupting brand equity
</li>
<li data-start="2853" data-end="2976">
Leadership: Recruited senior VPs across HVAC, plumbing, and electrical; revamped recruiting/training to sustain scaling
</li>
<li data-start="2977" data-end="3096">
Exit: Led diligence, CIM prep, management presentations, and integration readiness. Business sold at 15x EBITDA
</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>
Chief Operating Officer | PORTFOLIO COMPANY | PRIVATE EQUITY FIRM | 2006 &ndash; 2022 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.
<ul data-start="3454" data-end="4193">
<li data-start="3454" 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
</li>
<li data-start="3598" data-end="3737">
EBITDA Growth: $8M &rarr; $36M by automating inventory, rationalising distribution, applying Lean logistics, and leveraging supplier rebates
</li>
<li data-start="3738" data-end="3851">
M&amp;A Execution: 13 acquisitions integrated with ERP and shared services; captured synergies in finance, IT, HR
</li>
<li data-start="3852" data-end="4020">
Operational Excellence: Implemented enterprise ERP, standardised KPIs, automated demand planning, and built leadership bench across supply chain, sales, and finance
</li>
<li data-start="4021" data-end="4193">
Exits:
<ul data-start="4039" data-end="4193">
<li data-start="4039" data-end="4114">
8.7x EBITDA sale from founder to PE sponsor; promoted to COO post-close
</li>
<li data-start="4118" data-end="4193">
13x EBITDA PE-to-PE exit; led CIM prep, diligence, and buyer engagement
</li>
</ul>
</li>
</ul>
<hr data-start="4195" data-end="4198">
<h3 data-start="4200" data-end="4216">Final Word</h3>
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.
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.
 Reach out in confidence to Alex Rawlings: <a class="decorated-link cursor-pointer" rel="noopener" data-start="4769" data-end="4800">alex.rawlings@raw-selection.com</a>

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

3 Questions Every Operating Partner Must Answer in Private Equity Interviews

If you&rsquo;re an Operating Partner exploring your next step, here&rsquo;s the reality: Private Equity firms don&rsquo;t hire Operating Partners based on titles; they hire based on proof of value creation.
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 measurable impact.
<h3 data-start="813" data-end="846">What PE Firms Expect to See</h3>
<ul>
<li data-start="849" data-end="943">Revenue Growth &ndash; Show the before and after. If you can&rsquo;t share numbers, use percentages.</li>
<li data-start="946" data-end="1039">EBITDA Expansion &ndash; Highlight margin improvements, cost reductions, or efficiency gains.</li>
<li data-start="1042" data-end="1174">Executive Hiring &amp; Development &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">Interim Appointments &ndash; Did you step into a leadership seat during a crisis or transition? Document the results.</li>
<li data-start="1297" data-end="1422">High-ROI Projects &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>
Weak resumes are filled with blurbs: vague lines about &ldquo;helping management teams&rdquo; or &ldquo;supporting value creation.&rdquo; Winning resumes are filled with evidence: numbers, outcomes, and the role you personally played.
<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>
Operating Partner | PRIVATE EQUITY FIRM | 2020 &ndash; 2025 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.
<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>
Operating Partner / Board Member | PRIVATE EQUITY FIRM | 2019 &ndash; 2024 Platform Acquisitions: 2 | Add-on Acquisitions: 8 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.
Platform 1 &ndash; Medical Device Manufacturer
<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>
Platform 2 &ndash; Food Manufacturer
<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>
Platform 3 &ndash; Industrial Cleaning Products Manufacturer
<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>
Platform 4 &ndash; Aerospace Product Manufacturer
<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>
Platform 5 &ndash; Pet Food Manufacturer
<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>
Your resume is not a career obituary; it&rsquo;s a deal sheet of value creation. 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.
&nbsp;
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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.
 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>
</div>
</div>
</div>
</div>
</div>
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Resume Advice for Operating Partners: How to Stand Out

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

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

3 Elements That Every Operating Partner MUST Have

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.

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.
<h2 id="the-2025-private-equity-ceo-interview-key-features">The 2025 Private Equity CEO Interview: Key Features</h2>
<h2>1. Lengthy, Multi-Stage Recruitment Process</h2>
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.
Key stages include:
<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>2. Emphasis on Value Creation and Speed to Impact</h2>
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.
<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>3. Behavioral and Psychometric Assessments</h2>
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.
<h2>4. Board and Stakeholder Presentations</h2>
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.
<h2>5. Reference and Diligence Process</h2>
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.
<h2 id="2025-trends-impacting-ceo-interview-structure">2025 Trends Impacting CEO Interview Structure</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">Best Practices for C-Suite Candidates</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">Conclusion</h2>
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.

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.

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.
<h2>Key C-Suite Compensation Trends in 2025</h2>
1. CEO and Executive Pay Continue to Rise Above Inflation
 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. (Source: Diligent Market Intelligence)
2. Shift Toward Performance-Based and Equity Compensation
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. (Source: Diligent Market Intelligence)
3. Supplemental Discretionary Clawback Policies Gain Momentum
 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. (Source: Diligent Market Intelligence; Georgeson 2025 commentary)
4. Variation in Pay Ratios Across C-Suite Roles
 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. (Source: Page Executive Executive Compensation Insights 2025)
5. Economic Uncertainty Shapes Compensation Strategy
 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. (Source: Diligent Market Intelligence)
<h2>Why Executive Search Firms Should Pay Attention</h2>
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.
<h2>Conclusion</h2>
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.

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>1. Focusing Too Much on Accounting Tasks</h3>
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.
Instead, shift the focus to strategic financial leadership. For example:
<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>2. Not Including Measurable Outcomes</h3>
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.
<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>3. Leaving Out Mergers, Acquisitions, and Expansion Work</h3>
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.
<ul>
<li>Led and integrated acquisitions, improving revenue by $25M and EBITDA by $15M</li>
</ul>
<h3>Final Thoughts</h3>
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.
Questions? Feel free to reach out using the contact details below.

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>1. Overly Technical Focus</h3>
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.
<h3>2. Ignoring Leadership and Culture</h3>
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.
<h3>3. Missing Metrics That Matter</h3>
Too many resumes rely on responsibilities rather than results. A strong CEO resume should include tangible outcomes like:
<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>
These figures show impact, not just effort&mdash;and that&rsquo;s what sets standout resumes apart.
If you have questions or want help refining your executive resume, feel free to get in touch using the details below.

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>What value creation strategies have you deployed and what were the outcomes?</h4>
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.
</li>
<li>
<h4>How do you balance the player versus coach role?</h4>
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.
</li>
<li>
<h4>How do you identify key constraints in portfolio companies?</h4>
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.
</li>
<li>
<h4>Once constraints are identified, how do you prioritize those with the biggest impact on ROI?</h4>
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.
</li>
<li>
<h4>How do you assess and select key executives for portfolio companies?</h4>
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.
</li>
</ol>
<h4>Finding the Right Operating Partner</h4>
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;

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>How to Nail Your Answer</h3>
To stand out in a competitive hiring process, follow this structured approach:
<h4>1. Identify Key Constraints</h4>
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?
<h4>2. Measure ROI Before Acting</h4>
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.
<h4>3. Leverage Your Playbook</h4>
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.
<h4>4. Coach, Don&rsquo;t Just Execute</h4>
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.
<h4>5. Showcase Results &amp; Impact</h4>
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.
<h4>6. Reflect &amp; Adapt</h4>
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.
Stand Out in Your Next PE Interview
By structuring your response around these key steps, you&rsquo;ll position yourself as a strategic thinker who can deliver measurable results.
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;
<h4>T: +1 954 928 9748</h4>
<h4>E: 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>Key Areas Defining a Top Private Equity Vice President&nbsp;</h3>
<h3>1. Strong Investment Acumen&nbsp;</h3>
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, <a style="color: #ecf0f1;" href="https://www.raw-selection.com/market-reports/">click here to see more.</a>
<h3>2. Experience in Deal Sourcing and Execution&nbsp;</h3>
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.
<h3>3. Strong Portfolio Management and Value Creation Experience&nbsp;</h3>
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! <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>
<h3>4. Leadership and Mentoring</h3>
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.
<h3>5. Ability to Take on Responsibility and Play a Versatile Role</h3>
Top-performing Vice Presidents continuously seek more responsibility and have the ability to work across different levels of the deal team. They adapt to ensure the success of each deal.
<h3>Looking for your next Vice President Role?&nbsp;</h3>
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;
Haleema Hussain is the Vice President of our Private Equity division, reach out to her on the following details:
Email: haleema.hussain@raw-selection.com
Phone: +1 754 218 8690

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">1. Failing to Highlight Strategic Impact</h3>
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.
What to do: Focus on operational improvements that resulted in measurable outcomes. For example:
<ul data-start="895" data-end="1048">
<li data-start="895" data-end="986">Implemented an operational restructuring that improved service response times by 30%.</li>
<li data-start="987" data-end="1048">Scaled operations to support a 50% increase in revenue.</li>
</ul>
HVAC is an efficiency-driven industry, so numbers matter. A COO&rsquo;s resume should reflect how they drove cost savings or revenue growth.
<h3 data-start="1186" data-end="1222">2. Lack of Quantifiable Metrics</h3>
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.
What to do: Ensure you include measurable metrics that demonstrate your impact. Examples include:
<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>
These quantifiable metrics showcase your ability to drive real change and growth.
<h3 data-start="1950" data-end="2003">3. Overlooking Talent and Leadership Development</h3>
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.
What to do: Demonstrate how you&rsquo;ve made a difference in growing and developing the workforce. Examples include:
<ul data-start="2319" data-end="2522">
<li data-start="2319" data-end="2407">Workforce expansion: Increased technician workforce by 40% to meet service demand.</li>
<li data-start="2408" data-end="2522">Training initiatives: Implemented a technician upskilling program, resulting in a 25% reduction in turnover.</li>
</ul>
A strong COO not only manages the operational side of the business but also invests in the growth of the team.
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;
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;

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.

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.
<h3>1. Failing to Provide Quantifiable Results</h3>
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.
<h3>2. Listing Responsibilities Instead of Impact</h3>
A strong resume should highlight value creation, not just job duties. Instead of writing generic statements like, "Managed deal sourcing and due diligence," specify the results: ✅ "Sourced and led the acquisition of X company, resulting in a 40% EBITDA increase post-acquisition." This approach makes it clear how your contributions drive business success.
<h3>3. Not Showcasing Investor Relations and Fundraising Experience</h3>
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.
<h3>4. Using a Generic Resume for All Opportunities</h3>
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.
<h3>5. Poorly Showcasing Deal Experience</h3>
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.
<h3>Final Thoughts</h3>
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.
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;
T: +1 754 218 8690
E: <a href="mailto:haleema.hussain@raw-selection.com">haleema.hussain@raw-selection.com</a>

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>1. What Does Success Look Like in This Role?</h3>
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.
<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>
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.
<h3>2. How Do You Measure an Operating Partner's Contributions at Both the Private Equity and Portfolio Company Levels?</h3>
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.
Many Operating Partners express frustration about feeling like a "second-class citizen" in the firm. Instead of asking directly, use this question to gauge:
<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>
A weak or dismissive answer could signal a lack of appreciation for your role.
<h3>3. What Is the Process for Developing and Deploying the Value Creation Plan?</h3>
Your job is to execute value creation, but this question helps uncover:
<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>
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.
<h3>Final Thoughts</h3>
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;
&nbsp;

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 []">Common Resume Mistakes Operating Partners Make &ndash; And How to Fix Them</h3>
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:
<h3 data-pm-slice="1 1 []">1. Not Listing the Portfolio Companies You&rsquo;ve Worked With</h3>
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.
<h3 data-pm-slice="1 1 []">2. Not Highlighting the Impact of Your Value Creation Strategies</h3>
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.
<h3 data-pm-slice="1 1 []">3. Not Specifying the Industries You&rsquo;ve Operated In</h3>
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.
<h3 data-pm-slice="1 1 []">4. Not Including Interim Assignments</h3>
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.
Making these changes can significantly strengthen your resume and make you more attractive to private equity firms.
If you&rsquo;re an operating partner and found this helpful, <a style="color: #ecf0f1;" href="https://www.youtube.com/@RawSelection">subscribe to our YouTube channel</a> to get notified about upcoming content tailored for you!&nbsp;

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 []">3 Questions Every Operating Partner Must Be Able to Answer in Private Equity Interviews&nbsp;</h3>
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.
<h3 data-pm-slice="1 1 []">1. How do you identify key constraints within each portfolio company?</h3>
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.
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.
The crucial caveat? This must be data-led. If you don&rsquo;t have the data, that is the place to start.
<h3 data-pm-slice="1 1 []">2. How do you build strong relationships with your portfolio companies?</h3>
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.
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.
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.
<h3 data-pm-slice="1 1 []">3. How do you document and deploy your playbooks?</h3>
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.
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.
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.
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.

3 Questions Every Operating Partner Must Be Able to Answer 

3 Essential Traits Every Private Equity Operating Partner Must Have

<h2>3 Essential Traits Every Private Equity Operating Partner Must Have</h2>
<h4>Number One: A Coaching Mentality</h4>
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.
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.
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.
<h4>Number Two: Documented Playbooks</h4>
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.
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.
<h4>Number Three: Staying Out of the Limelight</h4>
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.
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:
<ul>
<li>Preparing the chief executive for board meetings, ensuring they can handle tough questions effectively.</li>
<li>Anticipating challenges and coaching the chief executive through them.</li>
<li>Supporting the chief executive without stepping into the limelight.</li>
</ul>
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.
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.

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.

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.
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.
<h3>Healthcare Private Equity Resilience:</h3>
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.
<h3>Shortchanged Patients and Market Consolidation:</h3>
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.
<h3>Private Equity Benefits and Challenges:</h3>
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.
<h3>Regulatory Considerations:</h3>
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.
<h3>Conclusion:</h3>
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.
<h3>Acknowledgments&nbsp;</h3>
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.
Sources used:
<ul>
<li>Bain and Company</li>
<li>BMJ</li>
<li>Bakertilly</li>
<li>Private Equity International</li>
</ul>
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.

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.

<div class="elementor-element elementor-element-d2d7e12 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="d2d7e12" 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">SELF-AWARENESS</h3>
</div>
</div>
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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.
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<h3 class="elementor-heading-title elementor-size-default">PASSION AND DRIVE</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">RESILIENCE</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">DECISIVE NATURE</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">CONSTRUCTIVE FRUSTRATION</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">CONCLUSION</h3>
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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.
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.
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The 5 Traits of Exceptional CEOs in Private Equity

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.

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.
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.
So, how does one identify and enlist these invaluable allies in the pursuit of value creation? Here&rsquo;s a comprehensive guide:
Define Your Needs:&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.
Tap Into Networks:&nbsp;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.
Evaluate Track Records:&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.
Assess Cultural Fit:&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.
Conduct Rigorous Due Diligence:&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.
Emphasize Partnership:&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.
Invest in Development:&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.
Empower Autonomy: 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.
In conclusion, the role of Operating Partners in Private Equity extends far beyond financial engineering&mdash;it embodies the essence of true value creation.

A Blueprint for Success with Operating Partners 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>Growth Analysis</h3>
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.
Blackstone Group
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.
CVC Capital
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.
KKR
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.
Carlyle Group
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.
Warburg Pincus
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.
<h3>What We Learned?</h3>
So, what do these numbers reveal?
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.
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.
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.
<h3>Conclusion</h3>
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;

Analyzing Growth Trends in Top Private Equity Firms

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">Ted Clark's Ascent: Key Takeaways</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">The Power of Strategy and Private Equity</h3>
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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.
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.
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<h3 class="elementor-heading-title elementor-size-default">The Importance of Learning and Adaptability</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">Strategic Acquisition and Integration</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">Leadership and Governance</h3>
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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.
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<h3 class="elementor-heading-title elementor-size-default">Conclusion</h3>
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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.
</div>
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<h3 class="elementor-heading-title elementor-size-default">If you haven't already...</h3>
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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>.
</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>Exclusive Healthcare-Focused Private Equity Firms: A Snapshot</h3>
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.
<h3>The People Behind the Numbers</h3>
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.
<h3>Women in Private Equity</h3>
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.
<h3>Leaders in Diversity: Women at the Helm</h3>
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.
<h3>Key Players in New York&rsquo;s Healthcare-Focused Private Equity Scene</h3>
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.
<h3>Conclusion</h3>
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.
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.
All the information cited was extracted from our CRM system.

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.

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&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.
Our latest Global Perspectives piece delves into the current state of the private capital industry and its prospects as we look towards 2024.
<h3>Economic Context and Market Dynamics</h3>
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.
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.
<h3>Private Capital Industry Outlook</h3>
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.
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.
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.
These tools have evolved from resilience and recovery mechanisms to a strategic portfolio management approach, enabling companies to realise their full potential.
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.
<h3>Investor Sentiment and Expectations</h3>
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.
<h3>Regulatory and Policy Developments</h3>
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.
In the UK, the National Sensitive Investment (NSI) Act has been widened to include 17 categories of sensitive investment subject to government scrutiny.
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).
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.
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.
<h3>Risk Assessment and Future Projections</h3>
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.
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.
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.
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.
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.

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.

It&rsquo;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&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.
<h3>Raw Selection&rsquo;s Guarantee:</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>Guarantee Details:</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;">Services</td>
<td style="width: 15.863%; border-color: #000000;">Contingent</td>
<td style="width: 12.6941%; border-color: #000000;">Engaged</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>Your Investment:</h3>
Because of our outstanding track record with guaranteed proactive search (Engaged Service), we offer our clients a discount.
<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;">Services</td>
<td style="border-color: #000000;">Contingent</td>
<td style="border-color: #000000;">Engaged</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>
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.

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.

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.
<h3>The Upside: A Catalyst for Remarkable Growth</h3>
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.
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.
<h3>The Downside: Navigating the Perils of Increased Leverage</h3>
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.
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.
<h3>Investor Dynamics: Exit Strategies and the Risk-Return Balance</h3>
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.
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.
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.
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.
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.

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>Risks in Venture Capital Trusts</h3>
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.
<ol>
<li>Impact of Interest Rates:&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>Challenges in Valuation:&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>Opportunities Amidst Challenges:&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>Potential Performers:&nbsp;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>Assessing Risks and Benefits:&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>Time Horizon and Considerations:&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>Manager Selection and Diversification:&nbsp;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>Conclusion</h3>
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.
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.

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.

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.
<h3>Understanding the Significance</h3>
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.
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.
<h3>Why PE Interviews Ask &ldquo;Why Private Equity&rdquo;</h3>
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.
<h3>Structuring Your Answer</h3>
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.
<h3>Sample Answers</h3>
Below are two sample answers that effectively address the &ldquo;Why Private Equity&rdquo; question:
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;
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;
<h3>Comparing to Alternative Fields</h3>
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:
Investment Banking or Consulting:&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.
Hedge Funds:&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.
Venture Capital:&nbsp;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.
Fund of Funds:&nbsp;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.
<h3>Conclusion</h3>
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.

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">Trends and Developments</h3>
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.
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.
<h3 class="wp-block-heading">Fundraising</h3>
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.
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.
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.
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.
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.
<h3 class="wp-block-heading">Fund Finance</h3>
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.
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.
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.
Sponsors are also looking to innovate in the fund finance market to meet their liquidity needs, potentially leading to further developments in this space.
<h3 class="wp-block-heading">Funds Regulatory</h3>
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.
Newly Adopted Rules
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.
Newly Proposed Rules
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.
Rules with Expected Adoption Dates
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.
<h3 class="wp-block-heading">Private Funds Transactions</h3>
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.
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.
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.
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.
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.
<h3 class="wp-block-heading">M&amp;A</h3>
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.
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.
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.
<h3 class="wp-block-heading">SEC Enforcement</h3>
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.
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.
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.
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.
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.

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.

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.
<h3>1- What Makes This Role Different</h3>
1.1 The CEO&rsquo;s Unique Challenge:
<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>
1.2 The Essence of Leadership:
<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>2- The CEO&rsquo;s Role in the PE Ecosystem</h3>
2.1 Working with a Hands-On PE Board:
<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>
2.2 An Executable Investment Thesis:
<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>
2.3 Speed to Value:
<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>3- Coping with the Pressure</h3>
3.1 Comparison with Peers:
<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>4- Four Ways to Succeed</h3>
4.1 Build a Relationship with the Board:
<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>
4.2 Quickly Assemble an A-Team:
<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>
4.3 Launch an Achievable 100-Day Program:
<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>
4.4 Leverage PE Sponsor Resources:
<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>5- The Future of Private Equity-Backed Leadership</h3>
5.1 Evolving Landscape:
<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>
5.2 The Winning Strategies:
<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>
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.
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.

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;">How to handle rejection from your dream job</h3>
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.
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.
But the way he handled it? Impeccable. This is a lesson in how true professionals respond when things don&rsquo;t go their way.
&nbsp;
Here&rsquo;s what he did:
<h3 class="MsoNormal">1. He Accepted the Decision With Professional Composure</h3>
No drama. No last-ditch attempts to plead the case. No blaming the process.
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 measured.
It&rsquo;s in moments like these that true leadership reveals itself.
&nbsp;
<h3 class="MsoNormal">2. He Thanked Every Key Stakeholder</h3>
He didn&rsquo;t just disappear into the background, like many do after a &ldquo;no.&rdquo;
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.
That sort of follow-up is rare. And it leaves a lasting impression.
&nbsp;
<h3 class="MsoNormal">3. He Left the Door Wide Open &mdash; And Made That Clear</h3>
Instead of licking wounds or making it awkward, he closed with something powerful: "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."
That takes maturity. It takes swallowing your ego. And it demonstrates strategic thinking.
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.
&nbsp;
<h3 class="MsoNormal">The Bottom Line?</h3>
You don&rsquo;t always get the offer. But you can always control the exit.
And how you leave a process matters &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.
&nbsp;
Vent in private. Play your best hand in public. Walk away with your head high.
&nbsp;
If You&rsquo;re Exploring Your Next Step in Private Equity...
If you're an executive looking at your next move in a Private Equity firm or PE-backed portfolio company, let&rsquo;s talk.
We partner with PE firms across Europe and North America to place top-tier talent who are ready to lead, grow, and deliver.
&nbsp;
📩 <a href="mailto:Alex.Rawlings@Raw-Selection.com">Alex.Rawlings@Raw-Selection.com</a>
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;

How to handle rejection from a career opportunity

Consumer, Retail & E-commerce Scorecard for hiring

Consumer, Retail & E-commerce Scorecard

Jay is a serious, high-calibre Chief Executive Officer with proven range across lower middle-market businesses through to enterprise-scale operations. He has led revenue growth, margin improvement, team upgrades, sales transformation, operational professionalisation, M&amp;A, and exit execution &mdash; making him an exceptional fit for a business preparing for its next phase of value creation.
Jay was appointed to lead Design Environments, a Blackford Capital portfolio company operating across commercial and hospitality interior design, procurement, and project delivery. Following a successful turnaround led by the incumbent CEO, the business was ready to move from stabilisation to acceleration. It needed a commercially sharp, sponsor-ready leader who could drive EBITDA growth, complete a refinancing, execute acquisitions, and build toward a 2028 exit.
Described as a hands-on, accountable, and commercially strong operator, Jay brings exactly the leadership profile required to take a restored platform and convert it into a high-value exit story.

CEO – PORTFOLIO SEARCH – COMMERCIAL SERVICES – USA

Zeke Naranjo is a highly capable HVAC controls and building automation leader with extensive experience designing, implementing, and optimizing control systems across commercial mechanical environments. He combines deep technical expertise with strong organizational leadership, making him particularly effective at bridging field engineering, software development, and operational execution.
Zeke was appointed to lead the Controls division at Dual Fuel, a full-service mechanical contracting business serving multifamily and commercial buildings across the New York City metro area. Following the departure of the previous Director of Controls, the company required a technically credible leader who could stabilize the department, guide product development of the proprietary Axxon monitoring platform, and scale the division&rsquo;s revenue over the next several years.
Recognized internally for his ability to translate complex controls engineering into practical operational systems, Zeke brings the technical depth and leadership capability required to grow Dual Fuel&rsquo;s most profitable business unit.

Director of Controls

DIRECTOR OF CONTROLS

DIRECTOR OF CONTROLS – PORTFOLIO SEARCH – HVAC SERVICES & BUILDING AUTOMATION – USA

Dave Wederquist is a hands on residential services operator with strong experience professionalizing and scaling smaller home services businesses. He combines field credibility, operational discipline, and strong KPI leadership across HVAC, plumbing, sewer, and electrical services.
Dave was appointed as General Manager of Priority One Heating in Eugene, Oregon following its acquisition by Advantage Services Group (ASG). With the founders transitioning out shortly after the transaction, ASG required a leader who could stabilize the business, integrate the branch into the platform, and implement performance discipline while preserving the strong local culture.
Having repeatedly entered smaller service businesses and built structured operational systems, Dave brings the leadership profile required to professionalize the operation, increase performance, and position the business for its next phase of growth.

General Manager

GENERAL MANAGER

GENERAL MANAGER – PORTFOLIO SEARCH – HVAC SERVICES – USA

James &ldquo;Ronnie&rdquo; Burkett is a highly credible Fire &amp; Life Safety operating leader with more than 20 years of experience across commercial services platforms. He combines deep field-level credibility with multi-site P&amp;L ownership and a proven ability to complete integration, professionalize systems, and materially expand EBITDA within Private Equity-backed environments.
Ronnie was appointed to lead regional operations across Chicago and Texas for Better Protection, the Abry Partners-backed Fire &amp; Life Safety platform. With integration approximately 70% complete and COO bandwidth stretched, the business required a decisive, industry-native operator who could finish systems implementation, drive technician adoption, stabilize Chicago, and create operational consistency ahead of a planned liquidity event in 3&ndash;4 years.
Described internally as &ldquo;the adult in the room who brings structure, calm authority, and executional rigor,&rdquo; Ronnie brings exactly the leadership profile required to complete the final phase of integration and position the platform for disciplined scale.

Across PE-Backed Fire & Life Safety Platforms

President

PRESIDENT 

PRESIDENT – PORTFOLIO SEARCH – FIRE & SAFETY SERVICES – USA

Shaun Forward is a best-in-class, enterprise-level commercial leader with deep experience across multi-brand, private equity-backed commercial services platforms. He combines strategic sales architecture, marketing integration, and acquisition-enabled revenue scaling into one cohesive leadership capability.
Shaun was appointed to lead Sales &amp; Marketing for Climate Efficiency Partners, a rapidly scaling commercial HVAC and refrigeration platform operating across multiple states. With active acquisition velocity (4&ndash;5 deals annually), the business required a strategic commercial operator who could unify sales execution, drive cross-entity synergies, professionalize marketing infrastructure, and build a scalable revenue engine to support long-term value creation.
Described internally as &ldquo;the connective tissue between strategy and execution,&rdquo; Shaun brings the structure, humility, and commercial rigor required to scale a multi-entity platform without compromising culture or legacy brand strength.

Senior Vice President, Sales & Marketing

SVP SALES & MARKETING

SVP SALES & MARKETING – PORTFOLIO SEARCH – COMMERCIAL & INDUSTRIAL HVAC – USA

Daniel Evert is a best-in-class tree care and plant health operations leader with deep experience across residential and commercial services. He combines strong GM-level P&amp;L ownership with a rare ability to drive sales-led growth, rebuild accountability, and materially expand EBITDA in highly tenured, operationally complex environments.
Daniel was appointed to lead Tree Masters &ndash; San Rafael, 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.
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.

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

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.
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.
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.

GENERAL MANAGER - PORTFOLIO SEARCH - RESIDENTIAL HVAC SERVICES - USA

Thomas Huish is a high-calibre installation and operations leader with deep experience across residential home services, including windows and doors replacement and installation. 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.
Thomas&rsquo; background aligned directly with the needs of IllumiNation Window &amp; Door&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;

multi-branch operational leadership experience

GENERAL MANAGER 

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

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 $400M+ P&amp;L responsibility and oversight of 29 sites nationally 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.
Robert is known for combining entrepreneurial leadership with high accountability. He has repeatedly driven EBITDA uplift from 16% to 18%, improved pricing and sales conversion, tightened OPEX control, and implemented structured operating rhythms across multi-brand portfolios. He also built the GM Leadership Lab, 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.

Regional Manager

REGIONAL MANAGER

REGIONAL MANAGER - PORTFOLIO SEARCH - HVAC SERVICES– USA

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.
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.

Exit cycles with 4 different Private Equity firms

Chief Financial Officer

CFO - PORTFOLIO SEARCH - FIRE & SAFETY- USA

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;$2.4M to over $18M within a single year while managing 8 salespeople, 6 installation crews, and a design/architecture team.
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.
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.

General Manager 

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

Kevin Yates is a proven operational leader with over two decades of experience driving performance across HVAC, plumbing, electrical, and mechanical service businesses. He has managed $17M&ndash;$62M P&amp;Ls, improved EBITDA, and transformed underperforming service divisions through disciplined execution and hands-on leadership.
At TD Industries, Kevin increased EBITDA from 7.5% to 9.2%, 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 $41M to $62M, lifted EBITDA from 15% to 18%, and played a key role in three M&amp;A transactions, including due diligence and integration.
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.

GENERAL MANAGER - COLUMBIA HOME SERVICES - HVAC SERVICES - USA

John Stezzi 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.
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 $7M and $10M+, 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 ServiceTitan implementations, 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.
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.

GENERAL MANAGER - PORTFOLIO SEARCH - HVAC SERVICES - USA

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.
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.
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.

James Thompson 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 $85M to $270M, led a workforce of 1,300 employees, maintained strong 18&ndash;20% EBITDA, launched new service lines, and successfully greenfielded the Tucson market.
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 15+ integrations and overseeing operations across 14+ branches. 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.

M&A Transactions & Integrations Across Career

Chief Executive Officer

CHIEF EXECUTIVE OFFICER

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

Mamdouh&nbsp;Ghoneim 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.
In his most recent role, Mamdouh delivered an extraordinary performance&mdash;increasing EBITDA by 1.7x in just five months&mdash;demonstrating his ability to immediately impact profitability, tighten controls, and drive smarter financial decision-making. He has successfully led ERP implementations in his last four roles, giving him a mission-critical skillset as Valensa prepares for finance transformation and future system upgrades.
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 &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;

ERP Implementations Led in Previous Roles

Accounting & Financial Controller

ACCOUNTING & FINANCIAL CONTROLLER

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

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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.
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.
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Business Development Manager

THE REASON FOR THE SEARCH
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.
THE PRIVATE EQUITY FIRM
Auxo Investment Partners
THE PORTFOLIO COMPANY
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.
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.
THE SEARCH REQUIREMENTS
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Proven ability to win new business in technical manufacturing
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Experience in wire, cable, or harness sales
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Sector familiarity: Aerospace, Medical, Electronics, or Industrial Vehicles
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<li data-start="1815" data-end="1861">
Strong organizational and follow-up skills
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<li data-start="1862" data-end="1920">
Effective use of CRM tools like Salesforce (preferred)
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Ability to build and manage OEM and Tier 1 supplier relationships
</li>
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Self-motivated and driven sales performers
</li>
</ul>
CHALLENGES
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.
THOUGHTS ON THE CANDIDATE
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.
Jack Burns, Principal, Raw Selection
&nbsp;

BUSINESS DEVELOPMENT MANAGER

BUSINESS DEVELOPMENT MANAGER - PORTFOLIO SEARCH - MANUFACTURING - USA

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.
His background includes:
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<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Bailey &amp; Company: 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;">Canaccord Genuity: Investment Banking &ndash; Healthcare IT &amp; Services&nbsp;</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">BRG Capital Advisors: Investment Banking &ndash; Strategic M&amp;A, growth equity</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Key Achievements: 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

SENIOR ASSOCIATE - PRIVATE EQUITY - USA

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.

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

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.

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

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

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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.
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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

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.

Add on acquisitions made in the last role

Joseph Warwick

Case study

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

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