Executive search & talent consulting for funds & their portfolio companies
Search opportunities in our current mandates Current Mandates
We Operate as one unified, award-winning team, with a diversity of expertise across the private equity industry.
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Investment Practice
Altus Partners has deep rooted relationships with an enviable range of Private Equity General and Limited Partners. We focus on searches for both Investment and Investor Relations professionals, from analyst through to Director Level...
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Portfolio Practice
Altus Partners dedicated Portfolio practice was created in response to numerous specific requests from our buy-side clients, who also wanted our continued high standard of service to support their portfolio companies. We have now built an...
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Fund Finance & Operations
Altus Partners Fund Finance and Operations have built an exceptional reputation for it’s deep-rooted knowledge and network of the finance and operations market across Europe...
News and insights
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DE&I…IS PRIVATE EQUITY CATCHING UP?
4 months agoDiversity and Inclusion for Private EquityThe Private Equity Industry has made strides in terms of diversity, but this progress is slow-moving. While many people see the value in diversity and inclusion, there are still problems with how inclusive the industry is.According to a CNBC report, “women make up 2% of private equity partners. Meanwhile, 90% of senior investment teams are all white." This number is astonishingly low compared to other industries that have higher female representation. Industries such as finance and accounting have an average of 20% female representation which demonstrates there are ways to improve diversity in private equity.Another minority demographic, and one that is even less represented than women, is people of colour. According to industry reports, just over 3% of senior roles at LPs were held by people of colour. This lack of representation becomes a problem when the industry looks to promote diversity and inclusion initiatives. If there is no one to represent these groups, then how can the efforts be successful?Even though many barriers are being broken down, there are still several problems that exist for women and minorities seeking employment in private equity. "Among firms with multiple funds, only 22% have more than one female partner." This statistic alone shows how far behind other industries the private equity industry is. Industry Initiatives: The Private Equity industry has been making strides towards a more diverse and inclusive workplace for years. In recent years, there have been several initiatives put in place by organizations, such as the Institutional Limited Partners Association (ILPA). In 2016, ILPA updated their diversity initiative in order to provide a more detailed and actionable plan for promoting a culture of inclusivity within the industry. Part of this updated diversity initiative includes a Diversity Survey, which can be found here: http://www.ilpa.org/members/committed-to-diversity. There are also initiatives that aim to highlight the success of women who have succeeded in the private equity industry. Backed by GPs, limited partners and large corporations, these programs seek to show that gender diversity has positive effects for both men and women.In addition, many private equity firms have created their own initiatives for promoting diversity within the workplace. In 2015, Stepstone Group launched the Stepstone Women’s Initiative Network (SWIN), which is a collaborative effort to increase gender diversity within the industry. In Europe, diversity groups such as Level 20, PEWIN, The Diversity Project and 1,000 black interns continue to empower the narrative, research and enablement of greater diversity. The Pipeline Problem: The issue of diversity in the private equity industry is often referred to as a pipeline problem.Many feel that women and minorities are not entering the workforce at the same rate as their white male counterparts, which could be because there are barriers that must first be broken down by those who seek entry into these prestigious positions. "A large barrier to entry is the lack of women and minority students in undergraduate and graduate private equity programs." Another part of the pipeline problem is the lack of support offered by organizations seeking a diverse workforce. According to Catalyst, "75% of women managers felt they were not sufficiently prepared or trained for their current roles." This lack of support often discourages women and minorities from seeking employment in the private equity industry.The pipeline problem is compounded by the fact that most individuals do not believe they are qualified to apply for senior positions in their respective fields. According to a Stepstone study, only 29% of Millennials feel prepared to apply for a job at their desired level without gaining additional experience. This leaves those who already feel unqualified, even more unlikely to pursue senior positions in the private equity industry. Hiring Diverse Talent: When it comes to hiring diverse talent, there are many factors that must be considered. When assessing whether or not an individual is a good fit for the position, employers will usually consider several characteristics, such as educational background and salary requirements. However, when it comes to diverse hiring practices, one of the most important things companies should look at, is the individual's cultural background. A study by the Boston Consulting Group found that employees who come from similar socialization backgrounds are less likely to embrace diversity in the workplace. This has led companies to hire individuals who have not only gone through the same educational paths but also those whose cultural backgrounds are similar. This can be a limiting factor for individuals who wish to pursue senior positions in the private equity industry. In addition, many companies have put certain requirements on their job applicants that can prove difficult for women and minorities to achieve. For example, some employers require recommendations from specific individuals in order for them to hire a candidate. This requirement poses a problem for women looking to enter the private equity industry as they often lack mentors who are willing to vouch for their abilities.The Solution: Companies must do more to promote diversity within the private equity industry. Perhaps, most importantly, companies need to re-evaluate their criteria for hiring potential employees. For example, recommendations should not be required when looking to hire diverse talent. This is because many women who apply for senior positions in the private equity industry have not had the networking advantages that their male counterparts have. Companies should also consider an individual's cultural background when assessing whether they are qualified for a senior position within the company. For example, if two people applied for a senior role in an investment firm but one came from a different socialisation background than the other, this should be offered as a factor when considering whom to hire. Understanding diverse backgrounds and experiences is important because it allows companies to understand how individuals will interact within the workplace environment. Achieving Inclusion:While many of these efforts have come a long way in creating greater diversity within the private equity industry, it still has a lot of growing to do to achieve true inclusion. For diversity and inclusion initiatives to be effective, there must be a conscious effort from both employees and employers that will allow them to "raise awareness of unconscious biases relevant to the workplace." When it comes to private equity firms, this means not only hiring diverse individuals but also ensuring that they're treated equally in the workplace. Inclusion also requires a commitment from both parties to develop a workforce, which is representative of the talent available in the market. According to an article by SAP, "increasingly diverse workforces require organizations to rethink their talent acquisition models, as well as how they use and deploy this talent." This can be done through several methods, such as "investing in training and development, ensuring that talent is spread throughout the organization, rather than concentrated at the top." The greater diversity of opinions and therefore thought processes can lead to an increase in innovation. The more perspectives that are brought into a room, the greater chance for success in any project. If you are seeking advice on enabling better hiring practices within your organisation or training in interview best practices, contact us at info@altus-partners.com
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ALTUS PARTNERS ANNOUNCES NEWLY PROMOTED PARTNER PHILIP HODSON
4 months agoAltus Partners Announces Newly Promoted Partner Philip Hodson12th January 2022New promotion following a record-breaking year for Altus PartnersLondon, 12th January 2022 – Altus Partners, the leading Private Equity Search firm today announced, that it has promoted Philip Hodson to Partner. This promotion was effective beginning January 1, 2022."Philip has proven his ability to deliver exceptional client service, drive strong business growth and strengthen the overall culture of our firm," said Ed Chamberlain, CEO. "He continually serves our clients as a trusted leadership advisor to the Private Equity community, building long-term relationships and advising them on a multitude of complex talent and human capital issues."About Altus PartnersAt Altus Partners, we operate as one unified, award-winning team, with a diversity of expertise across the private equity industry. With demands on identifying the right talent never being higher, we continue to build a truly unique platform to deliver a customized offering that meets our clients' short and long-term needs.We have completed over 1,000 executive searches, advising clients with the same rigour regardless of the assignment. We set out with a mission to provide an executive search service based upon a sophisticated understanding of the nuances of our target industry but also tailored to the particular needs of every individual client. As we find ourselves now, despite all our growth and success, Altus Partners is proud to remain committed to upholding those same high standards. We know what great leaders can do and are passionate about delivering the best leadership solutions for our clients.For more information, visit www.altus-partners.com, and follow us on LinkedIn and Twitter.For media inquiries, please contact:Altus PartnersCamilla EnglishOperations ManagerT: +44 203 137 3253E: camilla@altus-partners.com
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JAMES KING APPOINTED AS PRINCIPAL AT ALTUS PARTNERS
5 months agoJames King Appointed as Principal joining the Private Equity Portfolio Practice5th January 2022Will work with Senior Consultants, Ben Smith and James Clow, alongside Director Philip Hodson to continue European Growth.London, 5th January 2022 – Altus Partners, the leading Private Equity Search firm today announced that James King has been appointed as Principal and will work with Senior Consultants Ben Smith and James Clow, alongside Director Philip Hodson in further developing the growth of the Private Equity Portfolio Practice.“I am very much looking forward to working closely with Phil and his team. We all bring complementary skills and styles deeply rooted in a shared view of the future of Portfolio Search,” said James.James studied Economics at Sheffield University, before working in financial services for several years before moving into Executive Search. He has worked for two boutique specialist finance agencies before joining Altus, managing & growing teams of consultants and specialising in senior finance appointments. James has experience running searches for PE backed businesses and large corporates, predominantly within Media, Consumer and Technology sectors.“We are delighted to welcome someone with James’ experience and knowledge to the business," said Ed Chamberlain, CEO. “The Altus Partners Portfolio Practice has achieved phenomenal success in recent years, expanding its reach within Europe. With James’ network and expertise, we will be able to further this offering.” About Altus PartnersAt Altus Partners, we operate as one unified, award-winning team, with a diversity of expertise across the private equity industry. With demands on identifying the right talent never being higher, we continue to build a truly unique platform in order to deliver a customized offering that meets both the short and long-term needs of our clients.We have completed over 1,000 executive searches, advising clients with the same rigour whether the mandate is for a Board-level position, an Analyst hire or an interim assignment.We set out with a mission to provide an executive search service based upon a sophisticated understanding of the nuances of our target industry, but also tailored to the particular needs of every individual client. As we find ourselves now, despite all our growth and success, Altus Partners is proud to remain committed to upholding those same high standards. We know what great leaders can do and are passionate about delivering the best leadership solutions for our clients.For more information visit www.altus-partners.com, and follow us on LinkedIn and Twitter.For media inquiries, please contact:Altus PartnersCamilla EnglishOperations ManagerT: +44 203 137 3253E: camilla@altus-partners.com
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GIZELLE MOODLEY APPOINTED AS HEAD OF RESEARCH AT ALTUS PARTNERS
5 months agoGizelle Moodley Appointed as Head of Research at Altus Partners8th December 2021Will work with the Investment Practice, to lead the research effort on senior searches, administers psychometric profiles and manages/trains researchersLondon, 8th December 2021– Altus Partners, the leading Private Equity Search firm today announced that Gizelle Moodley has been appointed as Head of Research and will work with Managing Director Ed Chamberlain, to lead the research effort on senior searches, administers psychometric profiles and manages/trains researchers“I am very much looking forward to working closely with Ed and the team at Altus Partners. I bring complementary skills and styles deeply rooted in a shared view of the future” said Gizelle.Gizelle’s academic background includes an Honours degree in Applied Psychology from the University of South Africa and a Coaching for Development program from the University of Cape Town’s Graduate School of Business. Her recruitment tenure has been largely dedicated to the acquisition of buy-side talent. She has a history of partnering with Private Equity funds, and boutiques on hires from Partner to Executive level.Gizelle is a graduate in Coaching for Development from the University of Cape Town’s Graduate School of Business. She is Altus Partners’ first hire since achieving Level A Sponsorship License earlier this year.“We are delighted to welcome someone with Gizelle’s experience and knowledge to the business," said Ed Chamberlain, CEO. “Altus Partners has achieved phenomenal success in recent years. With Gizelle’s network and expertise, we will be able to further the business’ offerings.” About Altus Partners:At Altus Partners, we operate as one unified, award-winning team, with a diversity of expertise across the private equity industry. With demands on identifying the right talent never being higher, we continue to build a truly unique platform in order to deliver a customized offering that meets both the short and long-term needs of our clients.We have completed over 1,000 executive searches, advising clients with the same rigour whether the mandate is for a Board-level position, an Analyst hire or an interim assignment.We set out with a mission to provide an executive search service based upon a sophisticated understanding of the nuances of our target industry, but also tailored to the particular needs of every individual client. As we find ourselves now, despite all our growth and success, Altus Partners is proud to remain committed to upholding those same high standards. We know what great leaders can do and are passionate about delivering the best leadership solutions for our clients.For more information visit www.altus-partners.com, and follow us on LinkedIn and Twitter.For media inquiries, please contact:Altus PartnersCamilla EnglishOperations ManagerT: +44 203 137 3253E: camilla@altus-partners.com
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CURIOUS ABOUT CORPORATE DEVELOPMENT?
6 months agoCurious about Corporate Development SeriesAbout the SeriesEarlier this month, Altus Partners hosted the first in its Curious about corporate development series where Philip Hodson, Director of Portfolio Finance at Altus, was joined by Alex Perry to answer some of the burning questions of new entrants to the world of Corporate Development. Altus aims to create an informative and succinct primer for corporate development professionals to help enrich the talent pool for future business and empower organisations to facilitate effective and prosperous deal-making.Alex Perry is the Director of Corporate Development at Aspen Pumps Group and has been in the role since 2017, with a prior two year appointment as Senior Manager of M&A and Investment at Atento. Q&AQ. In terms of due diligence, what advice would you give someone looking to move into corporate development to ensure that the mandates are right for them?Alex: You’ve got to think of yourself as an investor who is primarily investing their time -which no amount of diversification can offset. These are dynamic, exciting roles, you’re entering a business to help it move forward and you’ll be creating real value within these roles. At a time when asset value is rising so quickly, being in a position to influence a business’ equity directly makes a lot of personal and financial sense.There are three questions to ask yourself:Can this business achieve the business plan in terms of its growth?Have they got a realistic exit at the end of that growth, a means to unlock the investment through sale or M&A?Will you – as an individual – still be around to benefit from the payoff of your investment? This last question is perhaps the most important, typically in the case of corporate development, the remuneration tends to come at the end of the process, and timeframes for this are subject to change. So be certain that, as a long-term engagement, this is a position that interests you on its own merits, beyond mere financial compensation.Q. What do you say to people who view corporate development as a route to investment mandates?Alex: I’d advise them to look again at that sort of thinking since corp dev isn’t considered a route to investment classically speaking. My advice would be that if investment is what you’re interested in then you should seek a direct route in that field, even if it means starting in a junior role.Once you’re part of a management team it can be difficult to branch out into investing, this is not to say that it can’t be done, however I don’t think corp dev is the best route; rather than something that should be pursued on its own merits. Q. In your experience, what are the nuances of working within Large & Mid-Cap Organisations?Alex: I think the first thing anyone will tell you about working within the wider PE environment is that every fund is different, with its own idiosyncrasies and approaches. Generally speaking, there are distinct patterns within the two different market scales i.e. Mid-Cap vs Large-Cap.In mid-markets, by and large, value creation is primarily focused on growth strategy, however, the fundamentals of investment management differ slightly. Each investment partner can be expected to be managing a multitude of different deals simultaneously, in addition to their new deal workload. Typically there is a very minor portfolio resource supporting them, if there is one at all.By contrast, larger cap environments typically tell a more balanced story when it comes to value creation, some growth but also more on costs and reorganisation of the business, more of a structured approach M&A, and quick entry and exit of other businesses. Usually, there’s a dedicated internal portfolio resource, which creates a merged relationship and sense of responsibility between the management team and the fund. While you might expect more autonomy as part of a management team in the Mid-Cap space, with investors following a classical model and conducting periodic check-ins, Large-Caps tend to have the immediate resources to start making and actioning decisions instead of a slow and steady model, that is subject to investor influence over time.Q. What about the stakes involved, a lot of people I’ve spoken to about the differences between Mid-Cap and Large-Cap with regards to autonomy, is that it really comes down to the scale of the challenge. By all accounts it should be easier to scale from £5m to £10m than from £50m to £150m, how do you rationalize that challenge as well? Alex: I think that underlines this idea of Mid-Cap being really about growth, at that scale you have a real opportunity to grow your business but the larger a company gets, the more you get into conversations about strategy and market size. For example, cyber market share gain is notoriously difficult to achieve and maintain, so with larger cap markets, growth through merely outperforming the competition can be very challenging. The gains are much more modest and the value creation are increasingly balanced and diverse. Compared with Mid-Cap – where you’re aiming toward doubling the size of your business.Q. Having worked in both those areas, consulting and corporate finance, what skill set do you find yourself utilizing most in these roles and what experience do you value highly?Alex: Based on my experience at BDO accounting and then later at Boston Consulting Group, I think that both skill sets are of high value. For candidates entering into anything but the very largest of buyouts, you’re going to be a fairly unique resource to the company that you’re joining and will be perfectly well positioned to receive interesting work and develop a career within that business.On the finance side, there are obviously certain skills that are absolutely essential, you must understand the fundamentals of the deal process - though it is a relatively straightforward process to learn. I think that the real differentiators are soft skills like interpersonal relationships, emotional intelligence, negotiation skills, and the ability to self-motivate and execute independent tasks. These, more than having the best model or slideshow, are what will dictate your effectiveness in consistently obtaining satisfying and prosperous deals.Q: In your experience, are there many mid-market players that might be open to candidates with a less comprehensive experience of Mergers and Acquisitions, on the basis that their investment managers can assist?Alex: The fundamental thing is that you’re not on your own and on a typical buy-out management team, most of the individual members will likely have 10+ years’ experience in that industry. The idea isn’t to be some kind of superman knocking down doors and delivering deals on your own. Instead, leverage the skills and experience that these lifelong veterans already have, to help open those doors together. It’s very common, for example, at the lower end to see the CEO being very heavily involved in the origination effort, with the CFO being highly involved on the execution side too. You see different models in terms of how the fund supports the bolt-on M&A process and it’s good to set those expectations early on. Some funds will see bolt-on as fodder for their junior investment managers and associates on the deal team to earn their stripes, while others will not want to be involved at all. On the larger side, however, they might be willing to throw quite significant deal resources in, so clearly, it’s not a ‘one size fits all’ model.Q: Since it’s not only about the fund, what advice would you give to someone going into a Private Equity-backed asset in terms of both the fund and your internal C-Suite?Alex: That’s a really important point, and once you’ve made the decision to enter corp dev, your first priority should be in establishing and maintaining your management team relationships. Whether that is primarily your CEO or CFO will depend on where you sit within the organization but those relationships, between the C-Suite, the Chairman, and the fund, are what drives the business as a whole. However, it is your direct relationship with either the CEO/CFO that will prove most important for you at the beginning.Q: There seems to be a growing fixation for those getting into PE and M&A with who the fund is that will be behind them. What are your thoughts on this?Alex: You’ve got to understand that you’re in an environment where your position in the business is most heavily influenced by the CEO/CFO’s confidence in you and that is far more important than what the fund thinks purely because they’ll be much closer to you on a day to day basis.Q: A lot of people stress that when it comes to working in PE or with C-Suite management teams that the importance of first impressions, the first 100 days within asset [is crucial], what advice would you give to people during that period?Alex: The importance of the first impression is a truism in general, you have absolutely got to hit the ground running. PE-backed businesses pride themselves on being action-oriented and you’ve got to come in with that energy, with enthusiasm, and deliver tangible output from day one.Closing ThoughtsQ: To conclude, what would your three key takeaways be for those looking to get into Corporate Development?Alex: Firstly, make sure the opportunity is the right fit for you, as an individual and aligns with what you are interested in because this is a really long-term investment of your time and you’ve got to make sure it’s right going in. That goes for the opportunity, as well as what your remuneration might be, don’t be afraid to negotiate, you’re an M&A professional and that’s to be expected.Secondly, make sure when you arrive that you are bringing energy, positivity and remember that you’re joining a private equity-backed business that prides itself on being action oriented. You need to it the bill and deliver on those expectations from the word go.Finally, PE is a relationship-driven world, so make sure you’re building good relationships in your immediate management team but also, extend to the fund and internally within your business because you’re going to be there for the long run.To watch a recording of this event, please click here.
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SEIZING THE NEW OPPORTUNITY FOR DIVERSITY: HOW CAN WE REBUILD AFTER COVID-19?
12 months agoAccording to the World Economic Forum, the impact of the global pandemic has increased the global gender gap from 99 years to 135 years. That’s a whole generation. What’s more, in the US, 2.5 million women have left the workforce since the pandemic, compared to only 1.8 million men. Vice President, Kamala Harris, has called the impact of Covid-19 on the female workforce a “national emergency”. These figures are daunting, to say the least. But with new research looking at the changing preferences around work in general, now is the time to rethink old structures and drive more positive change to overturn these statistics. For example, The University of Southampton's recent study found that 73% of employees would now prefer to work from home some of the time. Similarly, EY’s recent survey found that 67% of UK employees would prefer hybrid working, particularly among millennials. This kind of research provides critical insight into how we can better retain talent—particularly among women. If rigid structures are no longer preferable, companies need to adjust to meet these new needs or face a significant dip in employees. In our latest webinar, Seizing the New Opportunity for Diversity, our speakers discuss what can be done to counteract this drop in workplace diversity and how we might build a more inclusive future. Here are the key learnings, with commentary from: Dimple Mistry, HR Regional Head (Europe), GICLucy Heintz, Partner at Actis Pamela Brent, Senior Associate at WovenLight Is the influx of remote working having a positive or negative impact on gender inclusivity in the workplace? As you might expect, the short answer to this question is: both. With differing opportunities and barriers for individuals, it’s hard to agree on a blanket argument for either. As Lucy explains further, “Flexibility has long been cited as a key change that would enable women to remain in career roles. However, research has shown that [during the pandemic] more women have taken on caring and household duties. The risk here is that women then become more invisible when away from the office.” She continues to share that, “I’ve worked remotely for eighteen years, and I experienced that invisibility—feeling that I needed to work much harder in terms of brand, image and exposure.” Should companies be implementing specific policies to ensure gender diversity in the modern working environment? It’s logical that, given the global shift in ways of working as a result of the pandemic, companies should be reviewing their policies to ensure they are aligned with new structures and requirements. This presents us with yet another pivotal moment to review our diversity policies and take a more detailed look into any outdated activity, as Dimple goes on to explain, “Now is the time to go through those policies with a fine-tooth comb to see if there is any indirect negative or exclusionary practices or language. We should look at our workforce and ask ourselves how we can leverage on and adjust policies to encourage better inclusion. Finally, we also need to be think about intersectionality – where a layering of different characteristics can present additional barriers and challenges… how do you ensure your policies work for everyone?” What ideas and initiatives have a long-term opportunity for successful inclusivity? With hybrid working set to remain in place at most companies well into the future, what ongoing changes can we implement that will stand the test of time, but also bring about a more appealing environment for marginalised genders? For Pamela’s team, one answer is in the diversification of contracts: “One thing which we are doing differently is hiring more part-time roles across our team. It’s extremely rare to have that kind of flexibility across teams, and to a certain extent it will be an experiment in how we deal with it, but it’s something we’re willing to pursue and challenge ourselves to adapt to in order to make sure we are reaching the people who want those roles. After all, now is an exciting time to be trying out different approaches.” To explore the opportunity for diversity in your workplace in more detail, watch the full webinar here. For further information about Altus Partners’ Diversity & Inclusion practice, please contact Milly at Camilla@altus-partners.com.
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THE ROUTE TO PRIVATE EQUITY CFO: EXPERT ADVICE ON HOW TO GET THERE
about 1 year agoThe Route to Private Equity CFO: Expert Advice on How to Get ThereThe Chief Financial Officer (CFO) role is more crucial than ever in contributing to the success of Private Equity backed business. During turbulent times, when financial resources are more stretched and timelines more uncertain, businesses rely on CFOs to provide expertise and leadership. Naturally, there is no ‘one-size-fits-all’ way to work as a CFO, especially within private equity, but there are several important factors to consider for those looking to step up and lead a business. To take a more detailed look into these requirements, we gathered a panel of industry leaders together to discuss how they transitioned from senior finance leaders to private equity-backed CFOs.Here are the key learnings from our Route to Private Equity CFO webinar, with commentary from: Maria Carradice, Managing Director at Mayfair Equity PartnersPhil Symes, CFO at RedingtonBrian Southward, CFO at Roboyo Are there key attributes needed to become a private equity CFO? Before embarking upon the journey to becoming a private equity-backed CFO, it’s important to go back to the basics: what does it take to succeed in this role? What attributes must you have to hit the ground running? Maria begins the webinar by stressing the importance of being, as she puts it, “a jack-of-all-trades. Depending on the business, you may have to head up the IT, cybersecurity or data protection side of things. You may also have to head up HR or operations functions.” While it can be useful to have previous experience in these areas, what Maria believes is most crucial for the role is that insatiable hunger to learn. Phil echoes this thinking, with a focus on resilience. “It’s a pressurised job. You have to hit your numbers. That’s key if you want a good relationship with the private equity house. Don’t try and cheat—be transparent. That said, it’s a very rewarding job in terms of the breadth of work you do. And if you want to be the CFO of a commercial business, this is a good way to do it.” What are the realities of being a private equity CFO? The role of the CFO has been changing at a rapid rate. As Brian states: “It’s a role that has gone from the back of the office to the front line. This is down to increased expectation from enterprises, as well as accelerating change, a constant pursuit of growth and profits, the volume of data and the need to extract value from it, and greater compliance requirements driven by regulation and consumer expectations. Essentially, today’s CFO needs to be a superhero.” And while the DNA of being a CFO in any industry is the same, there are key challenges that separate this role from the rest in private equity. In a private equity environment, these challenges are often more heightened and exaggerated than in commercial business. As Brian continues: “It’s all about speed, discipline and focus. But the need to cover ground - often new ground - fast and successfully means that the reality is gripping and the sense of achievement exhilarating.” For those looking to take on this role, what key advice do our panellists have? For Brian, though he recognises that everyone’s routes will differ, he believes “you’ve got to be a technical specialist in finance. But what I believe is perhaps even more important is the need to be a leadership figure and have an inquisitive nature—a desire to learn.” For Maria, a key trait that will inevitably bolster success is when “a CFO is a right-hand-man for the CEO. To do this, you need to understand the commercials of the business and how that business makes money.” Finally, Phil closes by stressing the importance of references. “As a CFO, you are going to be checked out—and checked out carefully. Therefore, it’s worth thinking about who you are going to give as references and, in particular, whether they are credible to a private equity house. Most of the time, you’ll find you know more people than you thought!” To explore the route to becoming a private equity CFO in more detail, watch the full webinar discussion here. To hear about the latest senior mandates within PE backed businesses, sign up to our newsletter here - https://lnkd.in/dJCYeM7
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WHY IS DIVERSITY & INCLUSION VITAL TO YOU & YOUR MISSION AT ALTUS PARTNERS
about 1 year agoOn May 11th, we're hosting the first in a series of three events addressing inclusion and diversity in the world of PE and finance. Our first event is Are You and Your Business Seizing the New Opportunity for Diversity?. It discusses if remote working is a good thing – or a potential disaster – in terms of gender inclusivity. But why is D&I (diversity and inclusion) so essential to us at Altus Partners? Here is an interview with our founder and MD Ed Chamberlain to explain more. Why is D&I vital to you and your mission at Altus Partners?The word inclusion is, in my opinion, the most crucial factor. An inclusive environment is one where everyone is welcome. Individuals are personalities in their own right, rather than having a label placed on you due to implicit, conscious, or unconscious bias. If you have an inclusive workplace, you will, in turn, have a diverse one. They go together – but it must start with inclusivity. In turn (because of differing backgrounds), a diverse group of people leads to diversity in thoughts. It allows individuals to be challenged and learn to take onboard other perspectives. This personal growth has benefits for the business as well as the individual. But you can't reap the rewards of a diverse workforce if everyone doesn't feel safe to be themself. On a personal level, I grew up in an industrial town and a world away from Private Equity, working in many factory-based jobs and helping to provide for my family from a young age. In trying to move away from this world and bettering my opportunities, I faced constant bullying and labels. I am acutely aware this is far from the discrimination others meet, and I do not make light of that. However, it further empowers the fact that Altus Partners can help change the industry for the better and hopefully create more inclusive environments and opportunities for others in the future. This industry has a vast reach, so if we can help diversify the people working in it, hopefully, it will trickle down into the businesses these PE companies own. It is a domino effect across sectors, and we believe that will help make the world a better place. What positive impact have you seen the push in D&I (from search firms in particular) had on PE?The efforts of organisations like Level 20 and the Diversity Project are inspiring. They understand the level of influence search firms has on effecting change in the industry. For instance, the Diversity Project brought competing search firms together to not only pledge their commitment but act on it with initiatives and workstreams that all have an impact on D&I. We're proud to be working with them. At Altus, our commitment to D&I meant changing how we report certain things to clients and approaching specific searches. It's also about opening up the conversation around the commercial benefits of D&I. Many people feel uncomfortable putting the two together, but if you want to get everyone involved in the movement, some might need to see there is an opportunity to be convinced. What part is Altus Partners playing in this? The only way to change the industry is to create movements and raise the voice of different initiatives to ensure they stay current. We need to be an ally of those underrepresented in the industry keep supporting issues like gender diversity until that change is seen, not just whilst it's a hot topic. That's why we've created the ID2021 series of events and campaigns this year. The three core areas it will look at are gender diversity (in particular retention of women in the industry), ethnic diversity and mental health.We do all the things every day within our retained searches to support D&I in the industry. As part of our candidate registration and screening process, we ensure that:● We look for candidates from a wide range of backgrounds● We provide regular training for our team around best interview practice and mental health● We use psychometric screening to remove bias and understand each individual better ● Sharing redacted CVs and shortlists to remove unconscious bias How can we remove unconscious bias in the screening process of potential candidates for roles?Training! It's fascinating that every person I interview to join Altus Partners, I'll ask if they've had training on interviewing a candidate. So, few of them have, and the same goes for clients. People seem to think they do not need training because it is just a conversation. But, without training, bias, whether conscious or unconscious, is likely to happen, and the only way to remove that is with training. Interviewers need to have benchmarks and run structured interviews so that people can be assessed on the same set of parameters – it's something we cover in-depth in our masterclass training. We're also working on a piece of technology that will allow us to automate the process of redacting CVs automatically for our clients. We (the recruiters) will be able to see the candidate information in full, but it will remove as much prejudgment as possible for the client. This will level the playing field, allowing clients to focus on raw talent and motivation rather than someone's background. When it comes to D&I, we must appreciate the influence search companies have on driving change within their sectors. The Private Equity industry isn't the same as it was even 10 years ago, but it still has quite a way to go. We're committed to never standing on the side-lines and to propelling change within the companies we work with. If you're interested in attending our event on May 11th, Are You and Your Business Seizing the New Opportunity for Diversity? Get your tickets here.
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5 RESOLUTIONS WORTH KEEPING IN 2021
over 1 year ago5 Resolutions worth keeping in 2021When the clock struck midnight many of us let out a sigh of relief as the curtain fell on 2020. However, for all it’s turbulence and tragedy the year also saw swells in movements pushing for equality. Civil and social rights activists raised their voices and were a catalyst for change across society. But their impact wasn't just seen on social media or the news. Businesses came under scrutiny and a spotlight was placed on the diversity, or a lack of, on boards and in the c-suite. Amazing work was done by not-for-profits including 30% Club, Level 20 and Diversity Project to give a voice to the underrepresented and address this much-needed change. But these champions of inclusivity can’t do it alone. These organisations need the support of stakeholders and industry influencers to see the vital change we need. At Altus, we’re committed to addressing diversity within PE and the financial sector and we're hoping in 2021 you'll be too. In early 2020, we hosted the event Each for Equal. During this event, we surveyed our attendees to find out more about inclusivity in their workplace – with a particular focus on gender. We found that 44 per cent of businesses do not have an effective gender parity strategy currently in place, and nearly half of employees feel that their company doesn’t have a hiring policy that's inclusive. With all the challenges 2020 threw at us, diversity may have slipped to the bottom of the priority list, but we implore you not to let it fall to the wayside.We spent much of 2020 speaking to experts at our various online webinars and events about this topic. One of the most important things we learnt is that action is needed. This year rather than picking resolutions like cutting down on biscuits, which will be broken by week three, why not focus on something that will have a real positive impact on your organisation and the industry as a whole? In the spirit of doing, here are our 5 ways you can promote diversity in your industry or organisation. Policies that do more than ticking boxes Improve recruitment and retention through policies that have substance. When we conducted our survey we asked what recruitment methods our attendees wanted to see, these were the top four:diverse hiring panelsexamples of under-represented people who have succeeded in an organisation applicant pools beyond traditional sourcesdevelopment and mentoring initiatives in schools, colleges, and universities You can’t be what you can’t seeRole models and examples are essential to influence and demonstrate diversity. At our event on BAME talent, Tingting Peng – Head of Investor Relations & Business Development, ESO Capital – said “there are so few senior role models, so the career path for ethnic groups is unclear. You find yourself asking, how do I look up to someone and who do I speak to ask difficult questions?” Provide the role models your team need to inspire change. Training and culture How can you make sure D&I is ingrained in your company culture? By making it part of your training. Show your team why it's important and what your organisation is doing to champion it. Inclusion is a significant part of the culture which has an impact on employee retention and commercial success. 95% of respondents in our survey said cultural workplace inclusivity is important in their decision to remain at their current company. Put in place cognitive diversityDiversity of thought, backgrounds and experience is important. Having many perspectives, that stem from the cultural differences between people, will result in creative problem solving and innovation. Actions speak louder than words Create your strategy with a clear plan and stick to it. Be transparent with your policies, why you are doing it and how you hope it will be better for everyone. Encourage employees to get involved and come forward with any ideas or suggestions they may have. Altus Partners is an advocate for progressive change and we practice what we preach. Our team are passionate about diversity and inclusion, this not only reflects how we do recruitment but what we talk about. We host regular events, surveys and discussions to help stimulate conversation and education within our industry. If you’re interested in finding out more about past events you can read our highlights in the links below: 5 things we learnt at BAME talent - breaking the barriers4 things we learnt at empower for change: each for equalHow to promote gender equality in private equityAt Altus Partners, we welcome partnership with businesses that seek to empower change and be progressive. If you are interested in discussing your recruitment strategy, please contact us at camilla@altus-partners.com
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ALTUS PARTNERS ANNOUNCES NEWLY PROMOTED PRINCIPAL DYLAN ROSSER
over 1 year agoAltus Partners Announces Newly Promoted Principal Dylan Rosser04th January 2021New promotion following a record-breaking year for Altus Partners London, 04th January 2021 – Altus Partners, the leading Private Equity Search firm today announced, that it has promoted Dylan Rosser to Principal. This promotion was effective beginning January 1, 2021."Dylan has proven his ability to deliver exceptional client service, drive strong business growth and strengthen the overall culture of our firm," said Ed Chamberlain, CEO. "He continually serves our clients as a trusted leadership advisor to the finance community, building long-term relationships and advising them on a multitude of complex talent and human capital issues." About Altus PartnersAt Altus Partners, we operate as one unified, award-winning team, with a diversity of expertise across the private equity industry. With demands on identifying the right talent never being higher, we continue to build a truly unique platform in order to deliver a customized offering that meets both the short and long-term needs of our clients.We have completed over 1,000 executive searches, advising clients with the same rigour whether the mandate is for a Board-level position, an Analyst hire or an interim assignment.We set out with a mission to provide an executive search service based upon a sophisticated understanding of the nuances of our target industry, but also tailored to the particular needs of every individual client. As we find ourselves now, despite all our growth and success, Altus Partners is proud to remain committed to upholding those same high standards. We know what great leaders can do and are passionate about delivering the best leadership solutions for our clients.For more information visit www.altus-partners.com, and follow us on LinkedIn and Twitter.For media inquiries, please contact:Altus PartnersCamilla English Operations ManagerT: +44 203 137 3253E: camilla@altus-partners.com
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