Best of LinkedIn: Private Equity Insights CW 02/ 03

The agenda offers regional and international perspectives on fundraising strategies, value creation and opportunities across private equity, credit, venture capital, infrastructure and more

Networking opportunities include evening socials, women-only lunch, LP roundtables, family office breakfast, networking breaks and a networking hub 

Hear from 80+ leaders driving the future of private capital in the Middle East 

2026 is framed as a reopening cycle where selectivity, capital discipline and operational strength matter more than broad beta

Research signals a selective M&A recovery, with exit ready assets and strong credit profiles attracting the most attention

The US remains the anchor of global private markets, while Japan, Korea and select emerging markets regain investor interest

Narratives around “trophy assets” highlight tension between perceived scarcity and the reality of abundant buyout opportunities

AI is treated as core infrastructure, with enterprises consolidating to a few strategic platforms and embedding AI into workflows

PE teams use AI enabled financial due diligence to surface risks earlier, compress timelines and keep insights current

Exit readiness becomes a continuous, data driven state built on agentic workflows, trusted data and automation across the portfolio

New tools focus on operational performance and EBITDA uplift in portfolio companies rather than marginal efficiency for deal teams

Value creation gaps are traced back to leadership, alignment and execution quality more than to investment theses or models

CEO and CFO roles in PE backed companies are recast as high pressure value creation engines, not simply governance positions

Leading firms institutionalise leadership assessment, succession planning and governance discipline as core PE capabilities

Talent markets tighten as funds hire more operating profiles, interims and specialists to drive portfolio performance in a slower deal environment

Funds emphasise repeatable GTM and operating alpha, focusing on a small number of controllable levers per asset

Exit readiness is built into day to day management, with digital labour, automation and data transparency embedded early

Case examples show classic PE playbooks in action, combining operational streamlining, commercial focus and platform building

Investors increasingly price repeatability, downside protection and management stability above simple top line growth narratives

Large transactions return in the US and Europe, but success depends on conviction and clear value creation plans

Sector focused deals across DACH illustrate themes of consolidation, carve outs and platform building in mid market niches

Exit windows reopen, with more assets sold inside three years, often driven by liquidity pressures and fundraising timelines

Secondaries markets thrive, providing additional liquidity paths and reshaping how capital moves between funds and investors

Evergreen and permanent capital vehicles support longer value creation cycles, especially in infrastructure and emerging markets

Illiquidity is repositioned as a feature that enforces discipline and supports long term wealth creation in volatile environments

Rollover equity and fund of funds structures help align buyer and seller incentives and broaden investor access to private equity

Partnerships between large managers and distribution platforms expand access for eligible individual investors to institutional grade strategies

Sustainability is linked directly to enterprise value when integrated into strategy and financial outcomes, not treated as reporting only

Energy transition themes attract continued capital, with new platforms targeting decarbonisation and infrastructure modernisation

Employee ownership and shared upside models are highlighted as ways to build stronger organisations and more durable performance

ESG factors, including industrial bases and labour markets, are integrated into valuation and risk assessments in key sectors

Private equity careers are framed as decision jobs where attitude, risk appetite and ownership mindset matter as much as credentials

CFOs and senior executives receive clearer guidance on the demands, compensation structures and pressure profiles of PE backed roles

Practitioner led content and curated leadership insights help operators learn what actually works in PE backed environments

Stories of founders buying back their businesses demonstrate alternative ownership paths and remind investors that PE is one stage, not the end state