Comments on: Obvious value-add for private equiteers

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By: The Private Equiteer

The Private Equiteer — Mon, 17 Aug 2009 12:31:04 +0000

Thanks for the note Shibumi. I re-read my post and considered your post and made a few edits. Particularly at the moment, it seems like there’s a lot of what you call ‘fire dousing’, even from private equiteers. There’s something about the seriousness of debt covenants and dead-pan credit teams that make investees lose sight of the longer term.

My real trigger for the post was discussing PE value-add with a friend from a competing firm. It’s easy even for us to get caught up in the short-term, or even in strategy, and forget about entrepreneurial fundamentals, such as selling “stuff” and making a “profit”.

By: Shibumi

Shibumi — Sun, 16 Aug 2009 09:47:54 +0000

My perception is that the most glaring value add opportunity is usually on strategic matters, most CEO’s are captureed by the micro detail and everyday “fire dousing” required, especially in small businesses, and as such a larger 5 year view is useful to streamline the operations and focus the executive on the top 3 deliverables – not a laundry list of things. This focus accepts that getting the most important things absolutely right will have a substantially greater impact than getting the full range of things somewhat right.Pe can also provide the discipline (read board directive) to foprce management to not chase everything, but keep to the core opportunity.

CEO’s can also get narrowed in their strategic vision, and PE can bring a depth of field that can create quantum leaps in revenue, ratehr than incremtnal organic gains.

Thanks for the post!