What do you do if your Private Equity consulting firm is struggling to stand out from the competition?

I strongly believe that by focusing ones strategy into a single, In demand, niche market (ideally ahead of the current market if possible) would be a key differentiator and attractor as far standing out from the competition is concerned. Coming from a PE Consulting firm myself, we focused on Niche Financial Disruptors such as Fintech, payments, E-Money, crypto and trading (Fx /crypto) At that time these niche areas were what my PE focused on. They hired staff and provided training with complete and specific relevance to these niche areas and only these areas until it was time to potentially consider additional niche sectors. This proved effective as a strategy and secured in excess of $1Bn.

To differentiate your Private Equity consulting firm, focus on unique value propositions. Specialize in niche sectors or offer tailored solutions. Showcase expertise through thought leadership content and case studies. Build strong client relationships with personalized service. Utilize digital marketing to amplify your brand and highlight successes. Continuously innovate services to stay ahead of market trends and competitors. Specialize in niche sectors, offer tailored solutions, showcase expertise, build strong client relationships, and innovate services.

If your Private Equity consulting firm is struggling to stand out, consider defining a unique value proposition, focusing on niche specialization, building strong relationships, investing in thought leadership, enhancing branding and marketing efforts, prioritizing client experience, exploring strategic partnerships, and staying agile and adaptive.

The only way is Niche. There is little value in hiring a generalist or a consulting firm that can do anything / has a hundred propositions. That's a body shop. The client organisation needs expertise and experience. The old adage and question "what are you famous for?" is still totally valid. Hence the need to develop unique niche skills, be one of the best at a vertical (EdTech) or a horizontal (Transformation) and be succinct in getting that message across. Specialism then breeds expertise which leads to successful delivery which then enables the reputation to grow, the fee rate to be protected and the trust to be built.

………………………………………. ………………………………………. “ If you can’t outplay them, outwork them.” ~Ben Hogan ………………………………………. ……………………………………….

Many industries work on trust, proven delivery and repeat business. The PE sector is very much one of these... Networking (intelligent or opportunistic) can generate awareness and visibility but that is no substitute for proven delivery and trust. Not even close. A successful consultancy in the PE space should therefore get value creating engagements under their belt, be known as a trusted deliverer, a trusted go-to value-add organisation and an expert in their field. One short term gig that exceeds client expectations is worth a hundred industry events.

The greatest deliverers of value in PE PortCos are not necessarily the thought leaders. It is more likely to be those who can pragmatically deliver value enhancing solutions, at pace. The expert, the proven deliverer of value, the fast follower, the consultant in-tune with what the client PortCo actually needs - that is the valued consultant. Thought Leadership can demonstrate expertise and add to the USP and Niche positioning. But I would be more likely to hire the reader of the article who can make it happen, rather than the actual author.

Q: How do you become a successful deliverer of consulting engagements in the PE Sector? A: By successfully delivering consulting engagements in the PE Sector. Which on the face of it appears to be an impossible market to enter and grow - but by taking the random opportunity, persuading one firm to take a limited risk, by accepting the side project, accepting the smaller than ideal project... the track record starts and can grow. Client success stories are 100% the indicator of success and growth. Nothing speaks louder.

Trust. Be know to be a trusted, professional organisation and individual. PE portfolios contain data, financials, market factors, personal opinions and relationships... protecting those is paramount, being known to be a trusted protector of sensitive information is an absolute necessity. It does not stop there of course. Be trusted to deliver. Be trusted to be the one who raises the difficult questions. Be trusted to have the PortCo interests at heart. Be trusted to add value.

In the first place - after you have looked at all of the above factors and given it a good go- ask yourself: - is the market recognizing your worth? Is there a sufficient demand for your products? What distinguishes you from others? Is there something unique that creates an effective barrier to entry for your product that others can’t emulate If the answer is anything less than an overwhelming yes- then reconsider and look at all options - including the cold hard reality of shutting down and starting something different, new, fresh