You're facing pushback from non-finance executives on Private Equity metrics. How can you win them over?
Challenged by non-finance leaders on PE metrics? Share your strategies for gaining their support.
You're facing pushback from non-finance executives on Private Equity metrics. How can you win them over?
Challenged by non-finance leaders on PE metrics? Share your strategies for gaining their support.
-
In a satellite system deployment, I faced resistance from technical teams regarding the importance of cost-cutting measures. I bridged this by linking financial targets to their specific KPIs, such as system uptime & maintenance costs. In private equity, I would link metrics like cash flow improvements to KPIs within departments. For example, explaining to an operations manager how improving working capital management allows the company to reinvest in reducing production downtime by 20% over the next year. By aligning PE metrics with their departmental goals, non-finance executives see the relevance & the benefit.
-
Often, the key objection of non-finance executives is related to the perception of risks and the complexity of metrics used in Private Equity (PE). To convince them, focus on the operational improvements that a PE fund brings to the company. Rely on specific examples of EBITDA increases or capital expenditure optimization, which directly impact financial performance. Explain the importance of IRR and MOIC not as purely financial metrics, but as indicators of strategic growth and investment efficiency that lead to long-term value growth. Focusing on real business results, rather than abstract financial terms, helps remove barriers.
-
To win over non-finance executives on Private Equity (PE) metrics, start by highlighting PE's long-term value creation. Emphasize that PE-backed firms have historically outperformed public companies by 5-7% in returns (Bain & Co., 2022). Mention how EBITDA growth—a key PE metric—has been a reliable indicator of operational efficiency, with PE-owned companies growing EBITDA at nearly double the rate of non-PE companies. Use case studies from successful buyouts (e.g., Blackstone’s Hilton investment) to show how a focus on metrics like IRR and cash-on-cash return drives strategy alignment, sustainable growth, and investor trust across sectors.
-
To convince non-financially educated executives of the value of Private Equity metrics, focus on how they impact the company's operational and strategic goals. Instead of traditional financial metrics (IRR, MOIC), highlight the correlation between them and real business metrics: revenue growth, marginality, and operating cost reduction. Provide examples of successful portfolio company cases where capital structure optimization through PE instruments yielded tangible results for sustainable growth. It is also important to integrate these metrics into the context of the overall strategy, demonstrating that the PE approach is not just about money, but about growth and long-term business sustainability.
-
When arguing with management who lack financial experience, it is important to emphasize an understanding of key Private Equity metrics. The most important is the Internal Rate of Return (IRR), which measures the internal return on an investment given the time value of money. Reassure them that a high IRR indicates that the investment has delivered superior results over time. Also emphasize the importance of the MOIC, which measures the return on invested capital. Explain that these metrics not only measure profitability but also allow for comparisons between different investments, which is critical for making strategic decisions.
更多相关阅读内容
-
FundraisingHow can you communicate sensitive information to investors?
-
Private EquityWhat are the most effective ways to deliver bad news to investors?
-
Investment BankingWhat are the most effective IPO structures for maximizing investor interest?
-
Investment BankingHow can you provide potential investors with accurate and complete information during a securities sale?