John Routhier

Chief Revenue Officer

[Michael Mauboussin @mjmauboussin]

We recently released a new report, "Public to Private Equity in the United States: A Long-Term Look," which is an update to a report we published in 2020.

A lot has changed since we last wrote about this topic, including the end of the period of “easy money,” a worsening environment for exits, increased access to capital for private companies, and a surge in capital needs for companies involved in artificial intelligence.

Further, initiatives are in motion to potentially make private equity more broadly available to retail investors - with the pros and cons that might come with that.

One statistic that stood out to me is that there are 592 unicorns valued at $1-3 billion versus 722 public companies with that valuation. So 45% of companies of that size are private. This would not have been the case a generation or two ago.

This report should be of interest to allocators and to students who want to understand the context and evolution of equity markets in the U.S. There are a lot of data. https://t.co/tvigxL41tv

[John Routhier @jsaleslytics]

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[Austin Allen @AustinAllen171]

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[Dan Orlovsky @danorlovsky7]

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[John Caple @BigJohn043]

Operating groups or value creation teams in private equity are tricky. Lets talk about what I have seen work and not.

Lets start with the fact that value creation is really hard. Business is really hard. If it was easy then everyone would do it.

It is also the case that you already have a management team that was hired to succeed for that specific business. So how do you add value when you should have already hired the right team to execute?

My view is that the best value addition teams bring deep functional expertise that the portfolio management teams can draw on. An individual that does nothing but implement IT systems can add a ton of value for instance. Even if you have a CIO that has done implementations are individual who is specialized in this area will just have more experience. You can hire consultants but their business is billing and not saving you money in many cases.

Your functional experts can also help you evaluate the management teams and hire. Most CEOs and PE Board members don't really understand what makes a great CFO or CMO. They know what it feels like when they have one but they don't know enough about the function to ask the really detailed questions. Functional experts can help the CEO evaluate his team and will make hiring much more successful.

Trying to add value to the CEO role is something many PE firms try to do but it is very hard. You hire a successful former CEO to sit on the board but often that CEO is just a really good operator and not good at giving strategic advice. You can hire former strategy consultants but they often don't really know how to execute. This is very difficult.

My view is most value add groups fail because PE thinks they need to direct the CEO and actually what they really need to do is help the CEO and make the rest of the ELT more successful.

[John Routhier @jsaleslytics]

This AI Books Sales Calls While You Sleep https://t.co/BrFg4IGx1O via @YouTube

[John Routhier @jsaleslytics]

500% increase in leads from AI

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[John Routhier @jsaleslytics]

7 AI Marketing Powers You’re Not Using https://t.co/szBDQDd2dO via @YouTube

[New England Patriots @Patriots]

Eyes on 7.

[Tony Longo @tonylongo]

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[Austin Allen @AustinAllen171]

Junior season highlights

@NAKnightsftbl
@CerulloCoach
@PactPerformance

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