Hightower Advisors’ Post

A few months ago our CEO Alan Chaffee teamed up with Nathan Chandrasekaran and David Smooha to deep dive into the world of private equity. According to Nathan, 80% of firms looking for a PE investment are not prepared. Take a listen to learn more about which KPIs, financial metrics, and operational insights underpin every strategic investment decision. https://lnkd.in/gYayQQdF Thank you to Business Solution Partners for your partnership! #privateequityinvestment #businessmetrics #financialadvisory

💡 PE-backed executives: Take 7-8 minutes to help us shape how sponsors partner with you to help you create returns and reach a successful exit. You know that sponsors are half of the equation when it comes to achieving #ValueCreation in portfolio companies. Now’s your chance to tell us how they can do it better in our Top 50 Private Equity Firms for Executives annual survey: https://lnkd.in/eynhch_k By contributing your ANONYMOUS insights, you’ll: 🔹 Contribute insights that help sponsors understand what executives really need to operate at their best 🔹 Influence next year’s list recognizing funds who truly partner with management — and what that partnership really means  🔹 Improve the long-term future of how management and sponsors can reach critical alignment that’s in everyone’s best interests  🏷️ And, you’ll receive a 15% discount code for any product or service from our career-boosting PE-CXO store! Your input is invaluable to shaping the future of sponsor-executive partnerships. Take the survey HERE: https://lnkd.in/eynhch_k   #PrivateEquity #Leadership #ROI #Top50

A pretty deep dive into the challenges of Private Equity firms' management of the talent in the companies they acquire in order to realize the benefits of the purchase. Previously, financial engineering created the value, now it's about executing the strategy, typically rolling up smaller entities into a stronger larger firm.

“The idea that the CEO has your back is a major advantage on talent acquisition and retention.” Our founder and Co-CIO Richard Pzena sat down with The Australian Financial Review’s Jonathan Shapiro to share the wisdom of his years as a value investor, why he never considered other investing styles, and how he thinks about succession and leadership. Read his full perspective here - https://lnkd.in/g9VqxNj5 #value #valueinvesting #superannuation

Interesting article from Harvard Business Review examining what the boards of public companies can learn from Private Equity. What are your thoughts? #privateequity #harvardbusinessreview #ned #boards

Unlock the full potential of your #PrivateEquity acquisition by setting clear benchmarks and incentives for your leaders. Dive into #GrantThornton's three-part series to master post-acquisition strategies and reach your targets effectively. #portfolio #GrowthStrategy

Unlock the full potential of your #PrivateEquity acquisition by setting clear benchmarks and incentives for your leaders. Dive into #GrantThornton's three-part series to master post-acquisition strategies and reach your targets effectively. #portfolio #GrowthStrategy

Value creation+aggregating SMEs = building of a cluster (horizontal or vertical) jn PE... Nice paper!! "... PE firms are led by dealmakers, portcos are led by executives who focus on operations, and the two groups tend to define great leadership differently."...

There is an evolution of traditional roles in Private Equity. A break down into stage-related roles is highlighted in this piece by PwC. #privateequity #managingroles #leadership https://lnkd.in/gk5cUJ7G

Specifically, boards of PE companies focus on a handful of guiding rules: 1. Don’t just review the company’s strategy. Help create it. 2. Don’t just expect trust. Build it. 3. Don’t just assess the company’s culture. Help shape it. 4. Don’t just receive information. Provide it. 5. Don’t just look different. Think different. 6. Don’t just fire CEOs. Get to know future ones. We have entered a new governance era in private equity. Long gone are the days when PE firms could simply buy companies and saddle them with massive debt. Capital costs have soared, and financial engineering can only go so far. In their search for more enduring advantages, innovative private equity firms and their portfolio companies are increasingly embracing a more entrepreneurial governance model in which board members, with deep operational experience and more skin in the game, work side-by-side with portfolio company executives to co-create the new strategy, shape the culture, and develop future leaders. If the past decade is any indication of the future, private equity will continue to be the financer of first choice in the real economy. Public companies should be questioning their approach to governance — which hasn’t evolved all that much since the collapse of Penn Central half a century ago — and thinking about what they can learn from private equity.