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Every week we talk to hundreds of people in and around private capital. These conversations often highlight the burning issues facing investment firms and individuals alike.
Every week we talk to hundreds of people in and around private capital. These conversations often highlight the burning issues facing investment firms and individuals alike.
Private equity firms that really want to embrace change need a culture of openness and a robust training programme
Read morePrivate equity has been a well-established part of most asset allocations for decades. As investments are at the upper end of the risk spectrum, it is usually, therefore, a relatively modest proportion of total assets for most families.
Read moreThe private equity industry at large is pushing a number of initiatives to achieve a greater proportion of women in investment teams. Monochrome firms lack diversity and this leads to weaker decision making, so beyond the purely ethical perspective, there is a commercial upside to this initiative.
Read moreThe private equity industry has expanded significantly in recent years as new capital has flowed into the market, arguably because big LP’s don’t really know where else to deploy it. Private equity is no longer just an ‘alternative asset’, it is very much the mainstream. There is no end to this on the short term horizon.
Read moreSenior hiring for private equity firms is a tricky business. There is arguably far more downside than upside, from disrupting the existing culture, and demotivating mid-level and junior colleagues, to the financial and PR costs of breaking a contract if the integration doesn’t work.
Read moreOne of the most striking features of the private equity market over the last couple of years has been the number of new entrants.
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