Individual leaders, how they work as a team, and the culture they create—are an asset that can generate outsized return.
With increasing competition for assets in private equity, investors are now more attuned than ever to the importance of the right management teams driving performance in their investments, and the right relationships with that team to best accelerate growth. They are looking for a partnership that drives performance. Leadership is a chronically overlooked lever of value creation. Individual leaders, how they work as a team, and the culture they create—are an asset that can generate outsized return.
It can feel complex, unpredictable and undiscoverable; it is thus often the last critical unknown in diligence. As such, it’s a highly underleveraged asset. YSC’s Global Private Equity practice brings a rigorous science to leadership—transforming it into a variable to measure, anticipate and optimize.
Yet the rigor cannot and should not come at the expense of relationship. To really know leadership is to partner in a developmental, collaborative and meaningful way that adds to—rather than detracts from—the relationship capital.
Our work in PE connects to strategy from the first. We start pre-deal to reverse engineer the capabilities, interactions and shared culture to create a blueprint of the leadership required at various stages of the business, and ensure the right leadership is positioned to deliver results worthy of the investment.
These are the questions that drive how we execute leadership strategy across the deal cycle: