3. In
this
slideshow:
• Executives
who
embrace
change
• Getting
the
>inancial
team
right
• Technology
pros
&
your
business
plan
• Leadership
that
works
for
everyone
4. Great
PE-‐backed
executives
embrace
change
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video
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“The
person
needs
to
be
>lexible,
they
need
to
be
adaptable,
they
need
to
be
able
to
listen...We
look
for
executives
who
say,
‘Hey,
I’ve
been
doing
it
this
way
all
along,
what
if
I
look
at
it
that
way?’”
– Robert
Nolan,
Halyard
Capital
5. A
PE
deal
must
get
the
CFO
right
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“Once
there’s
the
execution
for
the
purchase
of
a
company,
the
CFO
sits
at
the
most
critical
intersection.
They’re
the
ones
that
have
got
to
be
putting
together
and
helping
execute
on
a
new
operating
plan;
to
be
providing
timely
>inancial
information
to
the
management
team,
to
the
CEO,
to
the
sponsors;
and
to
be
delivering
on
cost
ef>iciencies
and
realignment
of
the
business.”
–
John
Brittain,
Tatum
6. Finance
departments
often
need
help
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report
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Most
private
equity
sponsors
now
demand
that
portfolio
companies
provide
“dashboard”
reporting
on
a
regular
basis.
Driving
this
trend
is
the
increasing
desire
by
>irms
to
standardize
metrics
for
growth,
revenues,
pro>itability,
cash
>low
and
other
data.
Often
PE
funds
will
bring
in
a
professional
services
>irm
to
run
a
full
assessment
of
a
portfolio
company.
7. Tech
talent
needs
to
understand
the
business
plan
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“You
need
someone
who
understands
what’s
important
to
the
business,
not
someone
who
wants
to
build
his
own
little
pet
technology
project.”
– Lewis
Rabley,
Castle
Harlan
8. Take
early
warning
signs
seriously
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What
are
the
telltale
signs
a
CEO
is
not
right
for
the
position?
One
is
defensiveness
and
irritation
when
questioned.
That’s
most
often
the
case
with
executives
who
have
been
in
a
position
of
power
for
so
long
that
they’re
not
used
to
being
challenged.
9. For
more
private
equity
video
interviews,
special
reports
and
commentary,
visit
www.privcap.com
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