All CEOs face a multitude of challenges operating through the Covid pandemic, but PE-backed CEOs have additional challenges—and opportunities. In this intimate, interactive session, one of the essential architects of the global PE revolution shares his deep experience working with hundreds of successful—and less successful—portco CEOs to help you lead through this disrupted time. His candid insights will help you understand what you really need to know to prime your company for a successful outcome.
Co-Founder and Co-Executive Chairman, The Carlyle Group
The PE-backed CEO faces unique pressures that are infrequently—if ever—discussed. More than anyone, the CEO must balance the long-term interests of the company and the objectives of its PE sponsors. More often than not you, as CEO, stay with the business after the investors have exited. In addition, the need for speed is paramount, both on execution of value-creation initiatives and improved financial results. These dynamics create unique alignment challenges. Mellinger has succeeded on both sides of the fence—he’ll dive into the unique issues facing portfolio company leaders and to help you develop best practices and maximize your chances of success in navigating these challenges.
Managing Director, Clarion Capital Partners
Roll-ups—the strategy of growth by acquiring multiple companies in an industry—can be a topic of debate among investors. Roll-ups have produced spectacular blowups, but roll-ups have also produced some of the most incredible gains we know of. Why do some roll-ups lead to unbelievable returns? And why are others spectacular failures?
Phil Spencer has spent more than 20 years building value and executing turnarounds in the broadband and telecommunications industries, running PE-backed rollups that combined dozens of companies and created billions of dollars in value for investors. He’ll share his top takeaways from two decades in the trenches.
CEO, Mega-Broadband Investments; Former CEO, Rural Broadband Investments and Windjammer Communications
Following Doug’s and Phil’s presentations, Dan Bigman, chief content officer for Chief Executive Group, will facilitate an interactive Q&A where attendees will have the opportunity to submit questions for each executive.
Managing Director, Clarion Capital Partners
CEO, Mega-Broadband Investments; Former CEO, Rural Broadband Investments and Windjammer Communications
In today’s Covid environment, determining the right exit strategy can be challenging. The current public equity markets are generally strong, while the private markets continue to struggle. Companies and investors need to have a clear view of the current landscape, understand the trends, and be prepared to take advantage of various exit options successfully. In this session, we’ll explore:
Managing Director and Global Practice Leader, Global Transaction Advisory Group, Alvarez & Marsal
SVP and Head of Capital Markets, Nasdaq
Culture may eat strategy for breakfast, but how do you create and nurture a healthy corporate culture when everyone knows your ownership timeline is short? Employees in general have a skeptical streak, and employees of PE-backed companies maybe even more so. This session features a frank discussion on talent lessons learned and best practices operating in PE-backed environments.
Managing Director and Chief Talent Officer, AlixPartners
Having an effective playbook is essential for making acquisitions with positive outcomes in a sustainable way. However, many playbooks are too narrow – they do not cover the full lifecycle of the deal, starting with strategy alignment to initial preparation and identification of targets with the right DNA through integration and full realization. What is often missing is how people, culture and leadership fit into the early financial calculations including how those aspects affect an accurate valuation and how they influence the post-acquisition period where value really is captured.
This session will outline a full lifecycle playbook, show how later stages like integration need to start with a strategy developed long before day one, share how the developing ISO standards regarding human capital metrics will become an important consideration, emphasize the importance of having an effective marketing package on both the seller and buyer sides, and include tips on managing the public face of the deal to avoid confusion and maintain engagement and retention of the key people in the acquired company.
Senior Vice President, The Segal Group
Almost three-quarters of new products are missing their profit targets, or failing altogether. Why? A seemingly small but fatal flaw in product development: pricing is completely ignored or factored in much too late in product development. Learn simple rules to follow when developing your pricing strategy to ensure you go from hoping your next product will succeed in the market to knowing it will.
Partner and Board Member, Simon-Kucher & Partners
Attendees will divide into small groups for interactive discussions on relevant issues, including:
You have heard the phrase, “Our people are our greatest asset.” When you acquire a company or take over the leadership role after an M&A deal, you need to retain these assets and ensure their engagement and productivity. But, you also face a basic truth: not all of the people are essential and critical to building ongoing value for the new entity. How do you identify those people who are key to operating the business and those who are critical to maintaining your relationships with customers and suppliers as well as in-place employee groups? What levers can you pull to keep them engaged and on board?
This interactive session, facilitated by Fred Henke at The Segal Group, will provide an opportunity for you to share challenges, ideas and solutions with fellow CEOs on identifying the people you need to retain; incentives including compensation, bonuses, promotions and career enhancements to gain alignment and trust with your selected talent team; techniques for documenting talent gaps you will need to fill and nurturing innovation in people; and ideas for recruiting missing talent in new and often different ways.
FACILITATOR:
Fred Henke, Senior Vice President, The Segal Group
Just 10 short months ago, the economic outlook was positive. Private equity firms and their portfolio management teams were executing on the fundamental changes needed to accrete value and support the investment thesis. Fast forward to present day. COVID-19 has forever changed the business climate, and value creation and execution strategies across the life cycle may look significantly different. In this roundtable discussion, we’ll explore the value levers companies are pulling to navigate through and grow out of the current crisis, the digital transformation blueprint for the businesses that are thriving rather than surviving, and the changes GPs and LPs have indicated are necessary to drive the investment thesis in today’s turbulent environment.
FACILITATORS:
As investors and companies continue to navigate the current COVID environment, there is a greater need for a more straightforward path to enhance transaction value. This roundtable will explore how data analytics helps drive transaction value during this uncertain period of COVID and into the future. We will discuss:
FACILITATORS:
A clear pricing strategy is critical, but PE-backed CEOs get measured on results. Join this dynamic discussion to discuss product price execution tactics CEOs can deploy from their position and exchange best practices with your peers.
FACILITATOR:
Additional roundtables to be announced
Chief Executive Group exists to improve the performance of U.S. CEOs, senior executives and public-company directors, helping you grow your companies, build your communities and strengthen society. Learn more at chiefexecutivegroup.com.
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