Additionally, the rapid expansion of portfolios is attractive for young talent, even when competitive financial incentives might anchor them to their current roles. As a headhunting firm specializing in this sector, we know the landscape demands PE leaders to be proactive, emphasizing effective talent management and astute succession planning.
In this competitive job market, the success of both Private Equity and Venture Capital hinges on exemplary people management. Our firm, boasting over 20 years in the industry, frequently collaborates with these financial entities, with a particular emphasis on PE. Our headhunting mission is clear: to identify and place exceptional professionals such as CEOs, CFOs, and COOs. Our goal is to ensure that Private Equity and Venture firms onboard top, innovative, and brilliant minds capable of propelling returns and amplifying market potential.
Given the economic downturn challenges, there’s an imminent need for fresh talent in the private equity and venture capital realms. While attractive compensation plans, often inclusive of shares, are commonplace, the race for the best talent remains fierce. When headhunting for the private equity sector we take in consideration the need for top-tier professionals across a spectrum of roles – from operational partners and senior advisors to investment experts and functional leaders like investor relations, capital markets, CFO roles, human resources, and COO roles.
As a headhunting firm, we recognize the difficulty in recruiting top-tier executives within portfolio companies. However, we have specialized for 20 years working closely with PE and VC entities and we have deep insights across numerous sectors like consumer goods, automotive, health sectors, banking and Finance and Tech and media.
Diagnosis of situation: A private equity firm reached out to us and mentioned all regions within the business they have bought were performing well but one of the regions was severely underperforming and had a negative EBITDA during the last two years. This slowed growth and frustrated PE and other regional leaders. Our headhunting firm was asked to conduct talent mapping that included an NDA to reduce the potential risk of the current CEO knowing.
Implementation: After doing the talent mapping, we found that the CEO did not have a good reputation in the industry and that he was not able to fulfil his commitments to some of the major past clients. We also found 5 viable candidates that PE was ready to interview.
The PE decided to interview the 5 viable and 3 were shortlisted for a 1st-year implementation plan to review what their vision and implementation plan for the business would be. One candidate was categorized as a backup option and a second candidate received an offer.
Result: 6 months later, the business no longer has a negative EBITDA and is working on growth and Sales have increased 20% over the previous year.
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