Need to create value through operational excellence?
Edited by Tony Ecock of The Carlyle Group (formerly of Welsh, Carson, Anderson & Stowe (WCAS)) and founder of PEOPEN, The Operating Partner in Private Equity features in-depth successful strategies, important lessons learned, real-life examples and war stories in all aspects of the value-creation cycle.
Reading this executive-level publication you’ll learn from superior operating experts and leading investor favourites: 3i, Advent International, Clayton Dubilier & Rice, General Atlantic, KKR Capstone, Morgan Stanley Private Equity and WCAS.
If you’re an operating partner, this guide will help you succeed in your day-to-day job, benchmark against your peers and provide invaluable intelligence on every aspect of adding value to private equity portfolio companies.
For general partners building an operating partner team, you’ll find out which models works best for your firm. Get the insider views about how to make the best investments and successful exits.
Key benefits of this title:
- Gain a deep understanding of the value-creation process, with strategic approaches and practical advice
- Leverage strategies on how to grow EBITDA and effectively manage costs and working capital to improve bottom-line performance
- Learn how to build an effective operating partner team that best fits your firm
- Discover how to conduct effective financial, operational, tax and market due diligence to maximise positive outcome.
Who should buy this book:
- Operating Partners
- Operating Executives
- Industry Executives
- Senior Advisers
- Portfolio Executives
- Resources Executives
- Consultants and Advisers
- Chief Operating Officers
- Chief Financial Officers
- General Partners
- Human Capital Partners
Editor: Tony Ecock, The Carlyle Group
Other Contributors:
- Richard Zannino, CCMP Capital Advisors LLC
- Karl Kurz, CCMP Capital Advisors LLC
- Andrew Fulton, AJF Executive Search
- Miles Graham, 3i
- Jason Caulfield, Deloitte
- John Moore, Deloitte
- Jason Caulfield, Deloitte
- Matt Penny, Deloitte
- Conor Boden, Advent International
- Jay Lucas, The Lucas Group
- John Selvey, PricewaterhouseCoopers
- Jessica Scott, PricewaterhouseCoopers
- Dawn Marie Krause, PricewaterhouseCoopers
- Jason Thomas, PricewaterhouseCoopers
- Shahriyar Rahmati, The Gores Group
- Scott Glickman, Graham Partners
- Sara Boyd, Graham Partners
- Roberto Quarta, Clayton Dubilier & Rice
- Ric Andersen, Milestone Partners
- Andy Rourke, Blake Street Group
- John Jureller, General Atlantic LLC
- Marc Hodak, Hodak Value Advisors
- Scott Price, Kirkland & Ellis LLP
- Chris Hsu, KKR Capstone
- Derick Prelle, KKR Capstone
- Anne Beall, Beall Research and Training Inc
- Steve Larned, Welsh, Carson, Anderson & Stowe
- Jeff Gallant, Welsh, Carson, Anderson & Stowe
- Pete Masloski, ZS Associates
- Hilary Gosher, Insight Venture Partners
- Nikitas Koutoupes, Insight Venture Partners
- Gary Matthews, Morgan Stanley Private Equity
- David Hanfland, AT Kearney
- Nick Alvarez, Alvarez & Marsal
- David Heidecorn, Catterton Partners
- Jeff Cox, Mercer Human Resource Consulting
- Shital Davé, Mercer Human Resource Consulting
- Jayne Binzer, Cerberus Operations and Advisory Company
- Brian Casey, Aon
- Gary Moran, Alvarez & Marsal
- Denis Picard, Alvarez & Marsal
- James Cashin, RSM McGladrey Inc
- Daniel Wheadon, RSM McGladrey Inc
Figures and tables
About the editor
Foreword
By Richard Zannino and Karl Kurz, CCMP Capital Advisors, LLC
Introduction
By Tony Ecock, The Carlyle Group
Section 1: Setting up the operating group
- Chapter One: Operating partner team models, profiles and compensation
- Chapter two: 23 Practices and innovations in operating
partner groups
- Chapter three: Working with deal teams
Section 2: Due diligence
- Chapter four: Business/market due diligence
- Chapter five: Financial due diligence
- Chapter six: Tax due diligence
- Chapter seven: Operational due diligence
- Chapter eight: Financial due diligence, an operator’s approach
Section 3: Managing the portfolio
- Chapter nine: Working with portfolio companies
- Chapter ten: Transformational ownership: moving beyond 100-day plans
- Chaptern eleven: Selecting and developing portfolio company executives
- Chapter twelve: Financial leadership and assessment
- Chapter thirteen: Portfolio company management incentives
- Chapter fourteen: Legal aspects in managing portfolio company senior management
Section 4: Growth
- Chapter fifteen: Winning with customer insight
- Chapter sixteen: Improving sales force effectiveness
- Chapter seventeen: Customer lifetime value: methodology and applications for operating partners
Section 5: Operations
- Chapter eighteen: Cost and cash management for private equity portfolio companies
- Chapter nineteen: Working-capital and cash-flow management for operating partners
- Chapter twenty: Developing a private equity procurement programme
- Chapter twenty-one: Portfolio purchasing of employee benefits
- Chapter twenty-two: Risk and insurance: due diligence and value-accretive portfolio strategies
- Chapter twenty-three: Merger integration and carveouts
- Chapter twenty-four: Information technology: integration and operational effectiveness
About PEI
