Hey gang,
I am interviewing at a MM/UMM fund for a fund-level value creation team role. The team is about 15 people, most are mid-senior level (no semi-retired operating partners and no junior staff). It is a sweet spot for me and my background (F500 industry experience, PE consulting, PE operating roles).
I was asked how to distinguish different value creation teams and what type of value creation environment suits me best. I know it spans from small teams at smaller funds to big teams at MF (e.g., KKR Capstone, etc.).
Questions for you guys:
- Does your fund have a value creation team? If so, are you MM, UMM, MF and how many people on the value creation team?
- Are they seen as partners to the deal team or as a "second class support function"? I have no ego about this, just seems like a complaint I hear.
- Are these roles seen as a stop along the way (then MBA or portco) or a career destination? I like the work and want to do this long-term.
- What work do they focus on:
- Essentially a captive consulting firm, full of ex-MBB people, deploying case teams conducting detailed analytics, CDD/VDD, etc.;
- Deep functional specialists (supply chain, FDA regulations, IT, etc.)
- Generalists - 1-2 people deployed to 2-3 dedicated portcos, working on strategic planning, execution support, and solving a wider variety of problems
Finally, any advice for the interview process? Anyone willing to DM to answer a few more questions?
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interested
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Can't really help with interview questions (but think MBB cases), but LMK if you want me to DM you if you have more questions.
Thanks for the commentary. Could I send you a DM to ask some follow up questions?
Sent you a PM
I'd toss in a few points from an alternative MM/UMM perspective:
IMO a lot of the operator type value creation roles in PE at the MM and LMM level are severely underpaid and that’s why they attract subpar or mediocre operators in most cases. Go look at the Heidrick comp reports and the investment side makes far more, which when you think about it, is very short sighted.
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