Value-creation in Middle Market Private Equity
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A01=John A. Lanier
America's Greatest Presidents
Author_John A. Lanier
business
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ERP System
firm
harvard
Initial Market Reaction
investment
Investment Team
investment team dynamics
Investment Thesis
Kano Model
leveraged buyout strategies
limited
Middle Market
MIT Center
MIT Sloan Management
MIT Sloan Management Review
operating partner role
organisational design theory
Packard Motor Car Company
portfolio
Portfolio Company
portfolio company oversight
post-acquisition integration
Private Equity
Private Equity Firm Investment
Private Equity Firms
Private Equity Investments
private equity leadership best practices
Private Equity Transaction
Process Reengineering
review
Risk Priority Number
Sales Professional
Serial Innovators
St Ag
team
thesis
Uncertainty Avoidance
Product details
- ISBN 9780367879792
- Weight: 610g
- Dimensions: 174 x 246mm
- Publication Date: 16 Dec 2019
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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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 US economy, and consequently is a prime target market for private equity investment. Indeed, private equity backs over six of each 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 while implementing formulated strategy. The architecture of each private equity firm-portfolio company relationship must be uniquely crafted to capitalize on the projected return on investment that is memorialized in the investment thesis. Given the leveraged capital structure of portfolio companies, the cost of a misstep is problematic. Individual private equity professionals are typically members of multiple investment teams for the firm. Not only may each investment team have its own unique leadership style, but its diverse members have to assimilate styles for each 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 among 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.
John A. Lanier is a partner at Excellere Partners, a Denver, Colorado-based private equity firm, where he focuses on strategy and operations.
