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The New Role of Private Equity Firms

Not too far in the past, private equity firms had the capability to generate significant returns without needing to put in substantial effort or work for a considerable growth in a short timeframe.


Certainly, the landscape is evolving. Given current high company valuations and broader macroeconomic elements, investors now must significantly engage with a company to anticipate rapid growth. Generating returns from investments is increasingly challenging, pushing private equity firms to demonstrate their value proposition to companies. This trend has led to a rise in private equity firms focusing on creating value for their portfolio companies post-acquisition in recent years.


Today’s private equity firms need the skills and strategies in place to grow revenue and cash flow, in order to maximize the investment exit.

Increasing Competition for Deals

Private equity firms are facing fierce competition and being outmatched in bidding wars as valuations soar to record highs, reaching even 10 times cash flow. These firms, known as PEGs, are encountering difficulties in competing against the financial capacity of multiple strategic buyers. With escalating valuations, they're finding it increasingly tough to achieve the necessary returns to justify their investments.


Consequently, private equity firms are compelled to enhance their offerings with a distinctive edge. It appears they are succeeding in this endeavor. According to GF Data, an increasing number of firms are opting to maintain involvement. In 2015, 90% of the buyouts monitored by GF Data incorporated a post-management solution or continuity, marking a significant increase compared to prior years.


Less is More

In general, private equity firms aim to acquire a majority stake, usually between 51% and 100% of a business. To facilitate ongoing involvement, management is often encouraged to retain equity ownership. Consequently, the PE firm might hold around 85% ownership and might retain control over board seats. Additionally, the firm might appoint operating partners to serve on the board. The day-to-day operations frequently remain under the purview of the existing management team.

Why would a company prefer this more engaged arrangement? Well, consider the alternative. If a company is sold to a strategic partner, it's likely that the management team would relinquish control of the business.


Alternatively, a company boasting a strong management team that sells to a private equity firm is well-positioned to advance the company to the next phase by accessing:

  • Additional capital

  • Operational and professional expertise

In recent years, there has been a decline in private equity firms bringing in operational teams post-acquisition, aligning with the increasing engagement of PEs. As private equity firms become more involved after acquisitions, it's crucial for a company to acquaint itself with the management team of the private equity fund. Establishing rapport is vital to ensure clarity and alignment toward the outlined growth objectives.


So long as the PE firm has the expertise to be heavily involved (and typically that means that the investing principals have operating experience) then this evolution can result in great returns in the future.


Gayatri Gupta