Working with Private Equity Portfolio Companies
Globally, private equity remains an attractive asset class, outperforming public markets over medium to long-term investment periods. However, exactly how these alpha returns are generated remains less well understood. Furthermore, analysing private equity returns by performance quartiles reveals a great deal of variation; from the top quartile funds which produce significant alpha to the fourth quartile funds which actually lose shareholder value. Given this, we can see that the use of ‘value levers’ such as leverage, multiple arbitrage, operational and profit improvement is far from formulaic.
We believe that as private equity finds itself in a more difficult economic environment, it will have to evolve further to meet the challenge of the slowdown of growth in developed economies. This is likely to lead to an increasing role for effective portfolio management, as the value levers of operational and profit improvement become more important. It therefore seems an opportune time to explore how private equity managers add value to their portfolio companies and what characterises the most effective, in comparison with those that are less so. Asking those who have worked closely with private equity, namely senior executives and non-executive directors of private equity-owned portfolio companies, many of whom have worked with more than one private equity investor, seems a good place to start.
We hope you find this research interesting and constructive. The results revealed the many benefits of the private equity model and a variety of approaches to working with portfolio companies. We will leave you with the thought that although some of the findings may seem self-evident, sometimes private equity firms do not always get the basics right when interacting with management and the board. This research should give food for thought and some guidance on what the 300-plus senior managers who took part in our survey believe constitutes best practice in portfolio management.
Download the full report here: Working with Private Equity Portfolio Companies
About Femi OkeRelentless passion for creativity and digital acumen to help a professional services firm thrive in the digital space. Femi is an individual with a rich experience on regional African knowledge, its diverse business culture and he understands the continent’s economic drive. He thrives on selfless service and lasting mutually beneficial relationships with colleagues and especially clients encountered in the course of his duties. He is creative, practical and self-motivated with business judgement in corporate, brand and strategic communications, social, digital & traditional media and executive profiling. Roles in the firm include New Media, Digital Communication, Corporate Communication, executive profiling and Brand Management execution. Working on the multi-million dollar Africa high growth market project stands out for femi; besides this, managing all KPMG’s digital communication for the World Economic Forum on Africa is another project that gives him great delight. Femi holds a Masters Degree in Global Marketing from the University of Liverpool.
Africa, Africa brief, Africa challenges, Africa opportunities, African countries, agriculture, Angola, challenges, development, East Africa, economic growth, economy, financial services, Foreign Direct Investment, foreign investment, GDP, Ghana, growth, infrastructure, investment, Kenya, Oil and gas, opportunities, private equity, sub-Saharan Africa, World Economic Forum