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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.

In a world where private equity firms can no longer rely on leverage and multiple arbitrage, operational due diligence has become more important than ever, say LEK’s Claudio Molinaro, Sebastien Beausoleil and Tom Marshall.

Tokenization of real assets is opening up alternatives to a vast new investor universe and jurisdictions are having to respond, say Elliot Refson and Philip Pirecki of Jersey Finance.

As India emerges as a core component of Asia-Pacific portfolios, StepStone’s Randy Wang and Hansong Qu tell us what investors should look out for.

GPs are gradually doing the groundwork to enable the roll-out of transformative technologies across their operations, say IQ-EQ’s Justin Partington and Chris Robinson.

When implementing artificial intelligence-based tools into PE operations, bringing the business with you is essential, says Albert Bauer, Citco’s chief technology officer.