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As private markets AUM continues to climb, the COOs of PE firms have a vital role to play in underpinning growth, says Karine Litou, deputy head of private capital for BNP Paribas’ Securities Services business.

Private equity has moved beyond a purely transactional culture, delivering added value and instilling resilience no matter the economic climate, says Nordic Capital’s Peter Thorninger.

PE-backed carve-out deals can still deliver, but it takes disciplined operational value creation to make them work, note Bain & Company’s Greg Schooley, Ben Siegal and Colleen von Eckartsberg.

Longer holds demand a sharper strategy, with growth and tech-focused innovation driving lasting returns, say Deloitte’s Emma Cox and Venki Seshaadri.

Smarter cash management strategies have the potential to supercharge GPs’ efficiency drives, says Kevin Cook, CEO and co-founder of TreasurySpring.

A co-investing strategy can boost portfolio performance for investors while allowing GPs to get deals done in a challenging market.

If you build A-grade businesses through a growth-focused, product-first value creation strategy, it is still possible to pull off great exits, says Permira’s co-CEO Brian Ruder.

Add-ons, in a vacuum, don’t create enduring value. The operational capabilities and related growth levers required for a successful buy-and-build should go beyond the scope of M&A, argue Audax Private Equity’s Young Lee and Keith Palumbo.

With AI-powered tools, PE firms have the potential to derive meaningful insights and improve workers’ day-to-day experiences, says Rachel Barger, go-to-market president at UKG.

Even in capital-intensive sectors, a systematic approach to operational improvements can drive value creation without relying on leverage, says MiddleGround Capital managing partner John Stewart.