Human  Capital  in  Private  Equity  

www.privcap.com  

Based  on  Privcap’s  exclusive  report  

In  this  slideshow:  

• Executives  who  embrace  change• Getting  the  >inancial  team  right• Technology  pros  &  your  business  plan• Leadership  that  works  for  everyone

Great  PE-­‐backed  executives  embrace  change  

Watch  video  |  Read  full  report  Share  this  slideshow  

“The  person  needs  to  be  >lexible,  they  need  to  be  adaptable,  they  need  to  be  able  to  listen...We  look  for  executives  who  say,  ‘Hey,  I’ve  been  doing  it  this  way  all  along,  what  if  I  look  at  it  that  way?’”    

– Robert  Nolan,  Halyard  Capital

A  PE  deal  must  get  the  CFO  right  

Watch  video  |  Read  full  report  Share  this  slideshow  

“Once  there’s  the  execution  for  the  purchase  of  a  company,  the  CFO  sits  at  the  most  critical  intersection.  They’re  the  ones  that  have  got  to  be  putting  together  and  helping  execute  on  a  new  operating  plan;  to  be  providing  timely  >inancial  information  to  the  management  team,  to  the  CEO,  to  the  sponsors;  and  to  be  delivering  on  cost  ef>iciencies  and  realignment  of  the  business.”    

–  John  Brittain,  Tatum  

Finance  departments  often  need  help  

Watch  video  |  Read  full  report  Share  this  slideshow  

Most  private  equity  sponsors  now  demand  that  portfolio  companies  provide  “dashboard”  reporting  on  a  regular  basis.  Driving  this  trend  is  the  increasing  desire  by  >irms  to  standardize  metrics  for  growth,  revenues,  pro>itability,  cash  >low  and  other  data.  Often  PE  funds  will  bring  in  a  professional  services  >irm  to  run  a  full  assessment  of  a  portfolio  company.    

Tech  talent  needs  to  understand  the  business  plan  

Watch  video  |  Read  full  report  Share  this  slideshow  

“You  need  someone  who  understands  what’s  important  to  the  business,  not  someone  who  wants  to  build  his  own  little  pet  technology  project.”    

– Lewis  Rabley,  Castle  Harlan

Take  early  warning  signs  seriously  

Watch  video  |  Read  full  report  Share  this  slideshow  

What  are  the  telltale  signs  a  CEO  is  not  right  for  the  position?  One  is  defensiveness  and  irritation  when  questioned.  That’s  most  often  the  case  with  executives  who  have  been  in  a  position  of  power  for  so  long  that  they’re  not  used  to  being  challenged.  

For  more  private  equity  video  interviews,  special  reports  and  

commentary,  visit  www.privcap.com  Share  this  slideshow