Sponsored

Sponsors are increasingly looking for co-investment partners to support growth ambitions in existing portfolio companies or to generate liquidity, say Neuberger Berman’s David Stonberg, David Morse and Joana Rocha Scaff.

Co-investments can add incremental, tactical private equity exposure for a typically lower all-in cost, say Adams Street’s David Brett, Michael Taylor and Craig Waslin.

Amid a challenging macroeconomic environment, private equity firms can draw important value-creation insights from well-managed data sets, say Glenn Mincey and Richard Chen at KPMG.

Though the world may be increasingly unpredictable, the consumer response to such forces at work is not, says L Catterton’s global co-chief executive Scott Dahnke.

Adjusting value-creation plans to suit the needs of specific industries and deal types can help maximise the impact of operational improvements, say Montagu’s Tim Cochrane and Claudia Paniker Rumeu.

Operating partners must continue to hone their skills to best support portfolio companies through market challenges, say Alvarez & Marsal’s Richard Jenkins, Jeffrey Klein and Markus Lahrkamp.

As China’s manufacturing influence wanes and we move to a more diversified production and consumption model, investment and value-creation strategies must adapt, says Kyle Shaw of ShawKwei & Partners.

Private equity has an important role to play in the US healthcare system’s transition from a fee-for-service model to a system based on outcomes, believe Ravi Sachdev, Ron Williams and Keith Pitts at Clayton, Dubilier & Rice.

Pricing is a powerful value-creation lever, but poor implementation can lead to disappointing results, say Pearson Ham Group principal Zeba Syed and founding director Tim Ham.

Co-investment remains a compelling proposition for investors. However, continuation vehicles could soon become a competitive force.