Private Equity
The job gets broader long before the title catches up
Strong execution gets an investor noticed. Greater responsibility requires sound judgment about people, influence with partners, and thinking beyond the individual deal.
The deal becomes a smaller part of the job.
At senior levels, investment judgment and people judgment become harder to separate.
There's an investment committee to persuade, management teams to assess, portfolio CEOs to challenge, partners to work with, and younger investors to develop. You also have to know when conviction has become attachment. Technical ability still matters. It is no longer enough on its own.
Who this is for
Principals and managing directors
Partners
Professionals approaching partner-level responsibility
Operating partners and portfolio leadership
Firms developing selected senior leaders
When you’d use this
A principal or managing director is taking on a substantially larger role
A strong deal professional needs to develop the people and political judgment required for partnership
Working with portfolio CEOs and management teams has become a bigger part of the job
Partner relationships or internal politics are getting in the way
A difficult investment or portfolio management decision needs an independent perspective
Conviction in a deal is making it harder to see what has changed
How firms use us
Executive Development
Develop investors for roles that demand more than deal execution, particularly leading people, working with portfolio CEOs, and influencing partners.
Strategic Sounding Board
Work through difficult investments, portfolio-company management issues, and partner dynamics with an independent advisor.
Group Development
Develop selected groups of investors at key career stages, from principals preparing for MD to newly appointed partners.
