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The Operating Partner in Private Equity Package

£750.00

Key Information

  • ISBN: VOLUME 1: 978-1-604-696-97-1 | VOLUME 2: 978-1-908-783-79-0
  • Publication Date: August 2015
  • Number of Pages:

This essential package combines volumes 1 and 2 of our popular Operating Partner in Private Equity series. Both books are packed full of strategies and best practice guidance from leading operating partners on value creation and enhancement at the portfolio company level.

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About The Operating Partner in Private Equity, Volume 1

Edited by Tony Ecock of The Carlyle Group (formerly of Welsh, Carson, Anderson & Stowe (WCAS)) and founder of PEOPEN, The Operating Partner in Private Equity features in-depth successful strategies, important lessons learned, real-life examples and war stories in all aspects of the value-creation cycle.

Reading this executive-level publication you’ll learn from superior operating experts and leading investor favourites: 3i, Advent International, Clayton Dubilier & Rice, General Atlantic, KKR Capstone, Morgan Stanley Private Equity and WCAS.

If you’re an operating partner, this guide will help you succeed in your day-to-day job, benchmark against your peers and provide invaluable intelligence on every aspect of adding value to private equity portfolio companies.

For general partners building an operating partner team, you’ll find out which models works best for your firm. Get the insider views about how to make the best investments and successful exits.

Key benefits of this title: 

  • Gain a deep understanding of the value-creation process, with strategic approaches and practical advice
  • Leverage strategies on how to grow EBITDA and effectively manage costs and working capital to improve bottom-line performance
  • Learn how to build an effective operating partner team that best fits your firm
  • Discover how to conduct effective financial, operational, tax and market due diligence to maximise positive outcome

248 pages of valuable top-tier insight detailing:

  • Leverage operating insights from over 30 top-tier private equity operating partners and consultants
  • Optimise your due diligence process by knowing which questions to ask to reveal competencies and deficiencies before committing to a deal
  • Identify strategies that can deliver early wins and maintain momentum across your entire organisation post-close
  • Understand who your customers are through research and how to secure long-term buy-in through implementing customer lifetime value

Develop a procurement programme to drive significant cost savings throughout the entire portfolioIncentivise and manage your portfolio company CEOs and management teams to ensure maximum cooperation and results


About The Operating Partner in Private Equity, Volume 2

‘Firms that make good investments will do well; firms that make good investments and enhance their value will do better and attract more capital’. Tony Ecock

Edited by Tony Ecock of The Carlyle Group (formerly of Welsh, Carson, Anderson & Stowe (WCAS)) and founder of PEOPEN, The Operating Partner in Private Equity, Volume 2 provides valuable intelligence and best practice tips from the industry’s top operating partners and advisers on enhancing returns through better due diligence and post-close operational improvements.

Every operations expert looking for new ideas to extract maximum value from their portfolio companies needs to have this book on their desk.

Content highlights:

  • Dan Colbert discusses how The Riverside Company built and refined its operating approach with key lessons for achieving success.
  • Scott Glickman, Dan Soroka and Sara Boyd of Graham Partners outline a programme for proactively identifying and reducing business model risks.
  • Mark Gillett of Silver Lake Partners and David Moss, an independent adviser, provide a framework for assessing and implementing transformational versus incremental change.
  • Sandy Ogg of The Blackstone Group, proposes three action points for ensuring the portfolio company CEO search and selection process is successful.
  • Matt Sondag of West Monroe Partners provides useful tips for how to select and optimise the emerging role of the IT operating partner.

…plus much more

Who should buy this package:

  • Operating Partners
  • Operating Executives
  • Chief Operating Officers
  • Chief Financial Officers
  • General Partners
  • Human Capital Partners
  • Industry Executives
  • Senior Advisers
  • Portfolio Company Executives
  • Resources Executives
  • Consultants and
  • Advisers
  • IT operating partners

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VOLUME 1:
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Editor: Tony Ecock, The Carlyle Group

Other Contributors:

- Richard Zannino, CCMP Capital Advisors LLC

- Karl Kurz, CCMP Capital Advisors LLC

- Andrew Fulton, AJF Executive Search

- Miles Graham, 3i

- Jason Caulfield, Deloitte

- John Moore, Deloitte

- Jason Caulfield, Deloitte

- Matt Penny, Deloitte

- Conor Boden, Advent International

- Jay Lucas, The Lucas Group

- John Selvey, PricewaterhouseCoopers

- Jessica Scott, PricewaterhouseCoopers

- Dawn Marie Krause, PricewaterhouseCoopers

- Jason Thomas, PricewaterhouseCoopers

- Shahriyar Rahmati, The Gores Group

- Scott Glickman, Graham Partners

- Sara Boyd, Graham Partners

- Roberto Quarta, Clayton Dubilier & Rice

- Ric Andersen, Milestone Partners

- Andy Rourke, Blake Street Group

- John Jureller, General Atlantic LLC

- Marc Hodak, Hodak Value Advisors

- Scott Price, Kirkland & Ellis LLP

- Chris Hsu, KKR Capstone

- Derick Prelle, KKR Capstone

- Anne Beall, Beall Research and Training Inc

- Steve Larned, Welsh, Carson, Anderson & Stowe

- Jeff Gallant, Welsh, Carson, Anderson & Stowe

- Pete Masloski, ZS Associates

- Hilary Gosher, Insight Venture Partners

- Nikitas Koutoupes, Insight Venture Partners

- Gary Matthews, Morgan Stanley Private Equity

- David Hanfland, AT Kearney

- Nick Alvarez, Alvarez & Marsal

- David Heidecorn, Catterton Partners

- Jeff Cox, Mercer Human Resource Consulting

- Shital Davé, Mercer Human Resource Consulting

- Jayne Binzer, Cerberus Operations and Advisory Company

- Brian Casey, Aon

- Gary Moran, Alvarez & Marsal

- Denis Picard, Alvarez & Marsal

- James Cashin, RSM McGladrey Inc

- Daniel Wheadon, RSM McGladrey Inc

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VOLUME 2:
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Editor: Tony Ecock, The Carlyle Group

Other contributors:

- David Moss

- Jay Bartlett, Parthenon-EY

- Mike Kohlsdorf, Francisco Partners

- Dan Colbert, The Riverside Company (2007-2014)

- Shahriyar Rahmati, The Gores Group

- Scott Glickman, Graham Partners

- Dan Soroka, Graham Partners

- Sara Boyd, Graham Partners

- Mark Gillett, Silver Lake

- Christopher Springer, Alliance Holdings Inc

- Sandy Ogg, The Blackstone Group

- Steve Larned, Welsh, Carson, Anderson & Stowe

- James R. Corey, Blue Ridge Partners

- André Martinelli, Blue Ridge Partners

- Stephan M. Liozu, Value Innoruption Advisors and Chatham University

- Nick Alvarez, Alvarez & Marsal

- Markus Lahrkamp, Alvarez & Marsal

- Ajay Raina, Alvarez & Marsal
Jeff Shaffer, Alvarez & Marsal

- Matt Sondag, West Monroe Partners

- Keith Campbell, West Monroe Partners

- Kyle Sarausky, West Monroe Partners

- Kristoffer Nino, Orbis Invest

- Othon Prounis, Ropes & Gray LLP

- Eva Carman, Ropes & Gray LLP

- Amanda Raad, Ropes & Gray LLP

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VOLUME 1:
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Figures and tables

About the editor

Foreword
By Richard Zannino and Karl Kurz, CCMP Capital Advisors, LLC

Introduction
By Tony Ecock, The Carlyle Group

Section 1: Setting up the operating group

- Chapter One: Operating partner team models, profiles and compensation

- Chapter two: 23 Practices and innovations in operating
partner groups

- Chapter three: Working with deal teams

Section 2: Due diligence

- Chapter four: Business/market due diligence

- Chapter five: Financial due diligence

- Chapter six: Tax due diligence

- Chapter seven: Operational due diligence

- Chapter eight: Financial due diligence, an operator’s approach

Section 3: Managing the portfolio

- Chapter nine: Working with portfolio companies

- Chapter ten: Transformational ownership: moving beyond 100-day plans

- Chaptern eleven: Selecting and developing portfolio company executives

- Chapter twelve: Financial leadership and assessment

- Chapter thirteen: Portfolio company management incentives

- Chapter fourteen: Legal aspects in managing portfolio company senior management

Section 4: Growth

- Chapter fifteen: Winning with customer insight

- Chapter sixteen: Improving sales force effectiveness

- Chapter seventeen: Customer lifetime value: methodology and applications for operating partners

Section 5: Operations

- Chapter eighteen: Cost and cash management for private equity portfolio companies

- Chapter nineteen: Working-capital and cash-flow management for operating partners

- Chapter twenty: Developing a private equity procurement programme

- Chapter twenty-one: Portfolio purchasing of employee benefits

- Chapter twenty-two: Risk and insurance: due diligence and value-accretive portfolio strategies

- Chapter twenty-three: Merger integration and carveouts

- Chapter twenty-four: Information technology: integration and operational effectiveness

About PEI

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VOLUME 2:
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Introduction
By Tony Ecock, The Carlyle Group

1. Operational value creation at the portfolio level
By Tony Ecock, The Carlyle Group

2.Operational approaches: The limited partner perspective
By Jay Bartlett, Parthenon-EY

3. A day in the life of an operating partner
By Mike Kohlsdorf, Francisco Partners

4. Smooth operators: How Riverside built and refined its operating approach
By Dan Colbert, The Riverside Company (2007-2014)

5. Leveraging operational due diligence to enhance outcomes for equity and credit investors
By Shahriyar Rahmati, The Gores Group

6. Driving risk mitigation in private equity portfolio companies
By Scott Glickman, Dan Soroka and Sara Boyd, Graham Partners

7. Effecting and leading transformational change
By Mark Gillett, Silver Lake and David Moss

8. Transformational value creation in the middle market: Picking your spots to maximise portfolio returns
By Christopher Springer, Alliance Holdings Inc

9. Connecting CEO talent to value
By Sandy Ogg, The Blackstone Group

10.The drive for improved organic growth in private equity portfolio companies
By Steve Larned, Welsh, Carson, Anderson & Stowe and James R. Corey and André Martinelli, Blue Ridge Partners

11. Managing pricing with intention: A practical guide to getting started
By Stephan M. Liozu, Value Innoruption Advisors and Chatham University

12. Carve-outs 2.0: Next generation carve-out management
By Nick Alvarez, Markus Lahrkamp, Ajay Raina and Jeff Shaffer, Alvarez & Marsal

13. Information technology for operating partners
By Matt Sondag, Keith Campbell and Kyle Sarausky, West Monroe Partners

14. Implementing key performance indicators in portfolio companies
By Kristoffer Nino, Orbis Invest

15. Mind your step! Avoiding the legal pitfalls of being an operating partner
By Othon Prounis, Eva Carman and Amanda Raad, Ropes & Gray LLP

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