Rethinking Value Creation in Private Equity Having been immersed in the private equity landscape, I've observed a notable shift in how we approach value creation. The traditional levers—revenue growth, margin expansion, and multiple expansion—are now under greater scrutiny than ever before. From 2013 to 2023, nearly half of the value creation in global buyout deals came from multiple expansion, with revenue growth contributing 53%. However, margin expansion accounted for less than 1%. It's clear that we can no longer rely heavily on multiple expansion as a primary driver of enterprise value. Instead, we must shift our focus towards often overlooked areas, particularly margin expansion, and redefine value creation to include equity value and the strategic use of free cash flow for debt reduction throughout the investment cycle. Key Areas to Focus On: -Revenue Growth: In buy-and-build strategies, especially in the lower middle market, there are abundant opportunities for top-line growth. Professionalizing sales forces, optimizing customer acquisition channels, and expanding product/service lines—whether organically or through acquisitions—can also lead to meaningful margin expansion. -Margin Expansion: While cost-cutting is a well-known method, it’s often unsustainable. By focusing on service lines with higher recurring margins and driving synergies through buy-and-build strategies, we can achieve more sustainable margin improvements. -Multiple Expansion: Although its role will be more limited, opportunities still exist, particularly in the lower middle market. Managing cost-basis and pursuing accretive add-ons can still result in multiple expansion, especially when platforms scale and achieve a premium upon exit. -Net Debt Reduction: With the rising cost of debt, free cash flow becomes a critical focus. Setting value objectives that increase FCF allows PORTCOs to pay down debt over the investment's life, enhancing equity returns. Deciding whether to use excess FCF for debt reduction or reinvestment should be guided by a thorough ROI analysis. The future of value creation in private equity is about more than just numbers—it's about making strategic shifts towards margin expansion and prudent financial management to ensure sustainable growth and strong returns in an increasingly competitive market. #PrivateEquity #ValueCreation #InvestmentStrategy #RevenueGrowth #MarginExpansion #MultipleExpansion #NetDebtReduction #BuyAndBuild #LowerMiddleMarket #PE #FinancialManagement #BusinessGrowth #PortfolioManagement
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In a slower deal environment, private equity firms are looking to boost value creation. How? As McKinsey reveals, one strategy gaining traction involves a renewed focus on enhancing operational efficiency. By improving operations, private equity firms can find value in their portfolios, even in tough markets. This approach acknowledges that traditional methods may not suffice in the current landscape and underscores the importance of adaptability and agility in driving sustainable growth. #PrivateEquity #ValueCreation #OperationalEfficiency
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If you’ve been reading my posts for awhile you’ve seen the woe that the private equity world has been in. How can private equity create value in these challenging times? It’s all about operations. Good piece by McKinsey on how to get there. #privateequity #operations
Bridging private equity’s value creation gap
mckinsey.com
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The private equity landscape is evolving with prolonged holding periods and shifting market dynamics. - Traditional exit strategies are becoming less reliable as funds adapt. - Alternative cash flow sources are gaining prominence. - General Partners (GPs) must focus on revitalizing portfolio companies. - Emphasis on organic growth and strategic pivots is essential to navigate changing conditions. - There is a need for a robust reassessment of value-creation plans to align with current market realities. - Addressing emerging risks and diversifying revenue streams is crucial for appealing to potential buyers. - Proactive management of these elements is key to successful future exits in a competitive environment. How should GPs prioritize these tasks to ensure the success of their portfolio companies? #privateequity #markettrends #investmentstrategy #liquidity #portfoliomanagement
Is Your Portfolio Company Ready to Run through the Finish Line?
bain.com
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Private Equity From McKinsey & Company Ten private-markets considerations - "Secondaries market sustains its growth trajectory With limited IPO and traditional deal activity, managers are increasingly turning to the secondaries market to monetize investments that are nearing the end of their hold periods." #privateequity #pe #privates #placementagent #privatecredit #secondaries
Ten private-markets considerations shaping 2024 so far
mckinsey.com
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Wow! McKinsey nails it as you might expect. This paper is absolutely spot on for todays strategic and operating vision for PE sponsored assets and platforms. A must read and save document for all management and investor teams. Well done Team McKinsey and thanks for pulling this great resource together for all to utilize and incorporate into your thinking.
PE - McKinsey on "Bridging PE's value creation gap" McKinsey on PE Value Creation: - Today PE firms need to focus on operational value creation - Start with operational due diligence before acquiring a company - PE firms can improve performance with a team of operating experts who collaborate with portfolio companies (Source: McKinsey & Company, 2024 - Jose Luis Blanco Alvarez, William B., Matthew Maloney, & J. Jason Phillips) ------------------ #pe #privateequity #tech #ceo #cro #saas #gtm #growth #middlemarket #boardofdirectors #board #revenue #revenuegrowth #investing #investment #finance #business
Bridging private equity’s value creation gap
mckinsey.com
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📈 Research shows: operational efficiency = higher returns! ⬆️ McKinsey & Company research indicates that private equity buyout managers focusing on operational efficiency achieve up to 2-3% higher internal rate of return compared to their peers. At the same time, adaptation is the name of the game in today’s evolving investment landscape. With shifts in interest rates and market dynamics, operational value creation is taking center stage. 🚀 #privateequity #operationalefficiency #investing #privatemarkets
Bridging private equity’s value creation gap
mckinsey.com
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In this McKinsey article, the authors outline the need for private equity buyout managers to adapt their approach to value creation, with a particular emphasis on improving operational efficiency.
Bridging private equity’s value creation gap
mckinsey.com
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Times have changed, and so has the focus of private equity investors. It's no longer just about financial value creation through interest rates and asset prices. Our latest research shows that operational value creation is the new focus, with significantly higher IRR potential for best performers. Investing with operational value creation at the forefront is key. It's not just about one-time improvements, but deep transformation and shared accountability. It's about people, capabilities, and governance. Before signing, it's crucial to understand where to create value during the holding period and beyond, and to align all stakeholders, including management. Interested in learning more about private equity and value creation? Check out our latest research and let's talk about it! #PrivateEquity #ValueCreation #McKinsey #Transformatop
Bridging private equity’s value creation gap
mckinsey.com
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The private equity landscape is evolving with prolonged holding periods and shifting market dynamics. - Traditional exit strategies are becoming less reliable as funds adapt. - Alternative cash flow sources are gaining prominence. - General Partners (GPs) must focus on revitalizing portfolio companies. - Emphasis on organic growth and strategic pivots is essential to navigate changing conditions. - There is a need for a robust reassessment of value-creation plans to align with current market realities. Addressing emerging risks and diversifying revenue streams is crucial for appealing to potential buyers. - Proactive management of these elements is key to successful future exits in a competitive environment. How should GPs prioritize these tasks to ensure the success of their portfolio companies? https://lnkd.in/diA2CZbQ
Is Your Portfolio Company Ready to Run through the Finish Line?
bain.com
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Private equity firms are shifting focus from financial engineering to operational excellence, leveraging industry experts to drive growth and profitability. In a challenging deal environment with longer holding periods, firms emphasize measurable outcomes like expanded margins, increased cash flow, and sustainable profitability. Success hinges on a blend of skills in marketing, sales, and operations to boost revenue, improve competitiveness, and ensure lasting success. Read more about this transition in private equity: [Link to the article](https://lnkd.in/ekfwGKgj)
Private Equity Calls in Experts to Fix Firms They Can’t Sell
finance.yahoo.com
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