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Value-creation in Middle Market Private Equity

Amazon.com Price:  $104.48 (as of 12/05/2019 16:20 PST- Details)

Description

Value-creation in Middle Market Private Equity by John A. Lanier holistically examines the ecosystem relationships between middle market private equity firms and their portfolio companies. Small business is the job creating engine in the United States economy, and in consequence is a prime target market for private equity investment. Indeed, private equity backs over six of every 100 private sector jobs. Both the small businesses in which private equity firms invest, and the private equity firms making the investments, face inter- and intra-company fiduciary leadership challenges whilst implementing formulated strategy. The architecture of every private equity firm-portfolio company relationship will have to be uniquely crafted to capitalize on the projected return on investment that may be memorialized in the investment thesis. Given the leveraged capital structure of portfolio companies, the price of a misstep is problematic. Individual private equity professionals are generally members of more than one investment teams for the firm. Not only may every investment team have its own unique leadership style, but its diverse members have to assimilate styles for every team in which they participate relative to a specific portfolio company. Acquisitions and their subsequent integrations add exponential complexity for both private equity investment and portfolio company leadership teams; indeed, cultural integration ranks a few of the most chronic acquisition obstacles. Accordingly, the stakeholders of private equity transactions do well to embrace leadership best practices in applying value-creation toolbox best practices. The perspectives of both the private equity investment team and the portfolio company leadership team are within the scope of these chapters.

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