Panel Discussion on Getting into Portfolio Ops
EVENT RECAP
For early-career leaders with generalist and strategy backgrounds (like consults and MBAs) interested in roles in PE and VC portfolio operations, this panel will include portfolio ops leaders whose perspectives span Private Equity, Venture Capital, and working in operation roles in PE-backed companies.
Paul Stansik is an Operating Partner at ParkerGale Capital, where he leads the growth practice. He previously held sales leadership roles at operating companies, was a Senior Manager at Bain and Company, and is a Wharton MBA.
David Demres has held portfolio roles at companies backed by Alpine Investors, Luminate Capital Partners, TA Associates, and Shore Capital Partners, and has led value creation at Peterson Partners. David graduated from Stanford Graduate School of Business.
Annie Lapides is a Partner and Head of Talent at Drive Capital, a Venture Capital firm that invests in technology companies in non-tech cities. She previously worked at the startup accelerator, Techstars.
We'll take questions from the audience and discuss topics like:
- What is the portfolio operations job like? How does it vary at different firm types?
- What do firms look for in candidates for their PE ops teams?
- What types of backgrounds and previous experience are useful in portfolio ops?
- How can a PE/VC portfolio job help you develop professionally?
- How do portfolio ops jobs compare to joining an operating company, or a consulting firm?
Video
Recap
- Diverse Paths: There are diverse paths to enter portfolio and port co-operations roles, including coming from an operating background, consulting, or through specific executive development programs.
- Network is Key: Building a strong professional network is crucial for success in these roles. Networking helps in discovering opportunities, learning from others, and gaining insights into the industry.
- Adaptability Matters: Being open to roles that may not check every box and adapting to different responsibilities is essential. Sometimes, unexpected opportunities can lead to fulfilling roles.
- Value Creation is the Focus: The primary goal of portfolio and port co-operations teams is to create value within portfolio companies. This value creation can manifest in various ways, from improving operational efficiency to enhancing growth strategies.
- Success Metrics Vary: Success in these roles is measured by various metrics, including the impact on portfolio company performance, achieving growth targets, and building strong relationships with management teams.
- Building Trust: Establishing trust with portfolio company management teams is crucial. The ability to have open conversations about challenges and work collaboratively is a key indicator of success.
- Marketing Value: Portfolio and port co-operations teams play a marketing role for private equity funds. They enhance the attractiveness of portfolio companies to potential investors by showcasing growth potential and operational improvements.
- Data-Driven Decision Making: Many firms adopt a data-driven approach, relying on specific key performance indicators (KPIs) and objectives and key results (OKRs) to measure success and guide decision-making.
- Customization for Each Company: The approach to value creation is not one-size-fits-all. Each portfolio company is unique, requiring a customized strategy based on its specific needs, challenges, and industry dynamics.
- Long-Term Perspective: Creating value in private equity is a long-term endeavor. Success may not be immediately evident, and these roles require a patient and strategic outlook over the investment horizon.