Does your firm have a value creation / portco improvement team? How does it function?

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i dont want to work

10mo

interested

Private Equity Vice President Job Description

Analyst 1 in IB - Cov

10mo

Following

Authored by: Certified Private Equity Professional - 1st Year AssociateCertified Private Equity Pro

Analyst 1 in PE - Other

10mo

Does your fund have a value creation team? If so, are you MM, UMM, MF and how many people on the value creation team?
- I'd say we're pretty much MM/UMM, with a bit less than 10 people in 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.
- On paper the value creation team and the investment team are pretty much equal. In reality some investment partners view the value creation team as a second fiddle, but I wouldn't say that represents the view point of the majority of the investment team. (Maybe 75/25?)
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.
- At the partner level it is seen as a career destination, but it varies. We usually have two types of backgrounds : people who had a career as operators (think C-suite) who want something a little slower for their last few years or younger people who have been MBB consultants.
- At the analyst level (our value creation team has very few analysts) it's more seen as a stop along the way, but the door seems open for an analyst to comeback after having picked up some experience somewhere else along the way. Career path not very clear to be honest.
What work do they focus on:
- Our value creation team mostly acts as generalists. It's focused a lot on strategic planning, execution support, diagnoses and commercial due dilligence in pre-investment.

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.

ParkAve

10mo

Thanks for the commentary. Could I send you a DM to ask some follow up questions?

Authored by: Certified Consulting Professional - PrincipalCertified Consulting Pro

Analyst 1 in PE - Other

9mo

Sent you a PM

SaaSChimp

10mo

Most Helpful

I'd toss in a few points from an alternative MM/UMM perspective:

For better or worse, ops resources are not viewed as equivalent to deal teams. The ultimate outcome of deals falls upon investment team (they sourced, executed, put the capital at risk, etc.) and ops teams are ultimately just a resource in helping realize a thesis and desired outcome. I'm not undermining their value, but it's very rare for them to truly be considered peers or equivalents (and not paid as such) just based on the economics of how PE works and where risk/decision-making sits.
Strongly agree with the above that career track exists for those late in career (i.e., former executives), but it's often more challenging for career consultants who lack in-company operational experience and just can't bring the same depth of experience and mentorship to companies as a former executive/operator. There are certainly exceptions but career-track roles are far more limited and more often require detours to true operating roles.

Authored by: Certified Private Equity Professional - PrincipalCertified Private Equity Pro

m_1

9mo

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