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17 May 2013 The Changing Face of Outplacement by Diana Westlake
3 May 2013
6 February 2013 Commercial Skills Required by John Dodd
11 February 2013 Tough Conversations - practice makes perfect by Stuart O'Reilly
22 January 2013
12 November 2012 Women on Boards Event by Laura Oliver
2 November 2012 Talons Management by John Milsom
10 October 2012
31 August 2012 Allow SID to be Vicious by Keith McCambridge
1 June 2012 The Best Candidates Choose You by Keith Miller
30 May 2012
12 July 2012 Would your team win gold? by Laura Oliver
2 August 2012 Leadership teams – what goes on at 35,000 feet by Keith McCambridge
5 April 2012
14 May 2012 Don't Cut Corners on Job Analysis by Jerome Bull
18 April 2012 CSR - Who Are We Kidding? by Laurence Jackson
30 March 2012
23 February 2012 Stargazing by Melissa Davis
31 January 2012 Some Honest Answers by Colin Mercer
19 January 2012
16 January 2012 Embedding Talent Management by Laura Oliver
7 February 2012 Driving Behavioural Change by Liz Lawson
5 January 2012
18 November 2011 Women on the Board by John Dodd
9 November 2011 Collaborative Leadership by John Milsom
8 November 2011
10 October 2011 Does coaching make you too risky? by John Milsom
7 October 2011 Transparency with Candidates by John Milsom
5 October 2011
13 September 2011 Blinkers off - recruiting from other sectors by Jerome Bull
13 September 2011 Diversity - Make it work for your Board by John Dodd
23 August 2011
19 August 2011 The Future of Leadership by John Milsom
19 July 2011 The Fall of Rebekah Brooks by Melissa Davis
15 July 2011
11 July 2011 Brainpower Vital - Supply Chain Professionals by Keith Miller
17 June 2011 Becoming an NED - Look Before You Leap by Mike Spurr
15 June 2011
1 June 2011 New Media in Recruitment by Ian Richardson
27 May 2011 Adopting Commercial Values by Laurence Jackson
17 May 2011
15 February 2011 Psychological Assessment by Stuart O'Reilly
10 February 2011 Survival Leadership by John Milsom
7 February 2011
19 January 2011 Come Home, All is Forgiven by Keith Miller
12 January 2011 Standing Out From The Crowd by Jerome Bull
10 November 2010
28 October 2010 Hard, Soft or About Right? by Stuart O'Reilly
18 October 2010 Are You a Velvety Merlot or a Complex Cabernet? by John Milsom
11 October 2010
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Private Equity - Have You Got What it Takes?
Heading-up a Private Equity backed business is not everyone’s cup of tea. Corporate animals in particular can struggle to adapt to the demands of such an environment. Here, Head of our Private Equity Practice Keith Miller details the 10 factors that demonstrate suitability.
- It is different: roughly 1 in 10 Executives in a corporate organisation can successfully make the move into a PE-backed business. Has he/she genuinely thought about the differences, and tried to anticipate what the transition will feel like?
- How to scale: always, the challenge is how to scale the business over a finite time-period. The candidate must be able to articulate the necessary building blocks to enable this to happen.
- Entrepreneurialism: a key motivator will be to create capital for themselves. This ensures they have skin in the game, and implies a similar mindset to their backers.
- Growth appetite: high levels of ambition, and the readiness to pursue challenging sales and profit targets are important hallmarks.
- Paddles own canoe: whilst there will be a team to support them, there is rarely the infrastructure they might have enjoyed in a corporate role. Keith comments: "When they talk about bringing their PA with them, it’s a red flag".
- Pace: Typically a PE deal is 3 to 5 years. Timelines are condensed and the ability to work at pace is fundamental.
- Strategic insight: the incoming CEO must develop his/her own strategy, rather than inheriting someone else’s. They need to analyse the data, formulate a plan, and get buy in from the team.
- Stakeholder management: in most situations there is a matrix of interested parties who need to be informed, influenced, challenged and engaged. The ability to manage both internal and external stakeholders is essential.
- Versatility: if the situation demands it, the CEO needs to roll-up their sleeves and pack the product in order to get it out of the door. If someone instinctively feels ‘that is not my role’, then they won’t be successful in this environment.
- Cultural fit: This is critical and often over-looked. If there is a disconnect, the business and the deal will suffer.
In summary, we look for credibility, dynamism, low status-needs and a willingness to back themselves. PE-backed businesses are neither better nor worse than corporate entities, but they are different. Of the 10 dimensions above, which is most important? "Cultural fit – don’t set sail without this" concludes Keith.