Best of LinkedIn: Private Equity Insights CW 44/ 45

Network with 500+ GPs & LPs

Hear from 60+ industry leading speakers across a variety of panels

Gain tangible insights focusing on Fundraising, Investing, Creating Value, and Exiting

Network with 1000+ GPs & LPs

Hear from 60+ industry leading speakers across a variety of panels

Gain tangible insights focusing on Fundraising, Investing, Creating Value, and Exiting

AI was used to differentiate in fundraising and investor engagement with sharper narratives

Portfolio teams explored AI for marketing productivity, lead quality, and pipeline conversion

Data and analytics were linked to pricing, commercial diligence, and value creation speed

Firms sought practical AI use cases over broad experimentation to ensure ROI clarity

Industry observers expanded case libraries to capture transformative AI examples in PE

Value creation playbooks focused on pricing, GTM, and operational excellence to drive EBITDA

Precision in execution outperformed market timing narratives in the current environment

Commercial orchestration across portfolios unlocked cross-sell and channel advantages

Board governance and cadence ensured momentum, transparency, and fast course correction

Efficiency and product improvements compounded into durable competitive positioning

ESG and sustainability expectations continued to evolve with demands for transparency

Regulatory complexity in Europe influenced fund structures and cross-border strategies

CFO and COO dialogues highlighted retailisation and cybersecurity in operating models

Risk management and compliance were embedded earlier in deal and portfolio workflows

Managers balanced reporting burdens with the need for actionable, decision-grade metrics

Leadership selection was positioned as the single highest-leverage decision in value creation

Operating partners emphasized disciplined hiring, onboarding, and incentive alignment

Corporate executives transitioning to PE valued faster decisions and clearer ownership culture

Coaching and performance systems supported accountability and repeatable execution

Culture and people processes were treated as operational assets, not HR afterthoughts

Exit markets remained challenging, pushing sponsors toward precision, patience, and longer hold strategies

Pricing power and operational discipline were emphasized as primary drivers of EBITDA resilience

Mid-market opportunities featured strongly, with sector focus and selectivity shaping deal pipelines

Creative liquidity solutions gained attention as firms navigated slower IPO and trade sale routes

European dynamics highlighted complexity across borders, regulation, and cross-market execution

Fundraising was described as tougher, with increased LP scrutiny and higher bar for differentiation

Relationship building before the raise was positioned as critical for trust and re-ups

LPs focused on manager selection, discipline, and institutional capabilities across cycles

Capital recycling and valuation resets were cited as enablers for the next fundraising wave

Specialist positioning and clear operating edge were favored over broad generalist pitches

Deal execution centered on thoughtful value creation plans rather than timing the market

Vendor due diligence and de-risked exit readiness were used to navigate uncertain buyer appetite

Portfolio synergy plays and commercial orchestration were leveraged to unlock revenue growth

Corporates carve-outs and complex transactions required sharper operating theses and governance

Defensive positioning in resilient end-markets supported selective new platform and add-on activity

Secondaries were front and center at SuperReturn, with credit and GP-led solutions in focus

Continuation vehicles provided optionality for high-conviction assets amid slower traditional exits

Insurance capital and structured solutions were discussed as complementary liquidity levers

Market participants highlighted maturation of secondaries across strategies and cycles

Continued innovation balanced near-term liquidity needs with long-term value preservation

Partnerships were framed as targeted mechanisms to accelerate value creation in select verticals

Portfolio-level collaboration was used to orchestrate cross-company revenue opportunities

Executive search and talent partners were engaged to sharpen leadership selection and onboarding

Mortgage and financial services examples underscored alignment and repeatable value creation

Healthcare highlighted collaborations that combine operating expertise with innovation agendas

Product and engineering investments were prioritized as engines of sustainable growth

Product-level optimization tied directly to competitiveness and margin expansion

Platforms were viewed as operating systems for commercial execution and pricing excellence

Tooling and data capabilities underpinned repeatable go-to-market motions across portfolios

Technology enablement supported faster testing, iteration, and feature-led differentiation