Investing in private equity funds a survey

Natural resources and infrastructure had a challenging year, with lackluster investment performance and further declines in fundraising. Energy transition remains the main story, as depressed demand for conventional energy increasingly contrasts with growing interest in renewables.

Change is more than just numbers. In some respects, the PE industry in early strongly resembles the picture a year earlier: robust fundraising, rising deal volume, elevated multiples. But for the institutions that populate the industry, transformation has come faster than ever, accelerating old trends and spawning new ones.

On the whole, gender and racial diversity at PE firms are stronger in entry-level positions than at the top Exhibit 4. Change is afoot. Exhibit 4 We strive to provide individuals with disabilities equal access to our website. That, plus growing pressure from customers and shareholders alike, suggests that more focus here is likely. How they work. Remote interactions have proven more effective for raising funds and making deals than many in the industry expected.

Faced with this involuntary proof point, reasonable minds differ on the extent to which GPs and LPs will return to business as used to be usual. It seems likely that norm-defying decisions in pre-COVID times—for example, the online annual meeting or the deal team that signs a term sheet before meeting management—may henceforth just be run-of-the-mill process options.

Download A year of disruption in the private markets , the full report on which this article is based PDF—9. Private markets A new decade for private markets After ten years of dynamic growth, private markets settle in for the next decade. Private markets complete an impressive decade of growth. Over that same period, global public market AUM has grown by roughly percent, while the number of US publicly traded companies has stayed roughly flat but is down nearly 40 percent since Exhibit 1 We strive to provide individuals with disabilities equal access to our website.

Further, limited partners LPs continue to raise their target allocations to private markets. Industry performance has been strong, but manager selection remains paramount. PE outperformed its public market equivalents PME by most measures over the past decade. Variability in performance remains substantial, however Exhibit 2.

So, the challenge—and the potential—of manager selection remains paramount for institutional investors. Although persistency of outperformance by PE firms has declined over time, making it harder to predict winners consistently, new academic research suggests that greater persistency may be found at the level of individual deal partners.

In buyouts, the deal decision maker is about four times as predictive as the PE firm in explaining differences in performance. This finding is intuitive to many in the industry but remains tough for many LPs to act on. Today, Asia accounts for more than twice as much growth capital as North America does, and about the same amount of VC. Yet paradoxically there is little evidence of any consolidation at the top of the industry. Most of those raised just one fund, suggesting that attrition is mainly a result of one-and-done managers.

Technology in every sector. Tech deals, up almost 40 percent, powered this growth. In parallel, the number of tech-focused private market firms has grown rapidly, while many others have tilted in that direction. Signs of a peak?

US buyout multiples climbed yet again in , continuing a decade-long trend, to reach nearly 12x. Leverage surpassed levels last seen in Dry powder rose further due to record fundraising and stagnant deal volume. Perhaps more significant, our survey data show a clear uptick in the value that managers attribute to ESG—in other words, they increasingly find that these factors are positive or neutral at worst in achieving strong performance.

Still, the private markets are only in the early stages of materially incorporating ESG factors into investment and portfolio management processes. Diversity remains a challenge. Private market firms have made only limited progress in improving diversity and inclusion. Women represent just 20 percent of employees across the private markets and less than 10 percent in investment team leadership positions. Private markets firms may be missing an opportunity: increasing evidence shows that greater representation may meaningfully enhance performance.

Many firms are thinking about how to digitize the investment process—and a handful are moving ahead. The largest GPs have taken the lead, especially in sectors such as real estate where investors can draw upon larger, more accurate data sets. In these areas, machine-learning algorithms using a combination of traditional and nontraditional data have demonstrated the ability to estimate target variables such as rents with accuracies that can exceed 90 percent.

Many firms have predicted a downturn, but fairly few have adapted their operating model to prepare. New McKinsey research shows that while most fund managers consider cyclical risk as part of their due diligence and portfolio management processes, only a third have adjusted their portfolio strategy to prepare for a potential recession.

GPs can take several steps to build resiliency and improve performance through a downturn. One example: GPs with dedicated value creation teams outperformed those without them by an average of five percentage points during the latest recession. Download A new decade for private markets , the full report on which this article is based PDF—9. Private markets stayed strong in True, fundraising was down 11 percent.

Investors have a new motivation to allocate to private markets: exposure. More investors believe that private markets have become effectively required for diversified participation in global growth. Global private equity PE net asset value grew by 18 percent in ; this century, it has grown by 7. Private markets, including PE, debt, infrastructure, real estate, and natural resources, have graduated from the fringes of the economy to the mainstream.

In , private markets added more flexibility, depth, and sophistication. As our report examines in detail, secondaries have scaled rapidly and made the asset class easier to access and to exit. These funds are injecting liquidity and creativity into the marketplace, helping limited partners LPs shift strategies and manager lineups more quickly, and more than ever, helping general partners GPs restructure and extend legacy funds.

They also offer increasing flexibility for investors to diversify and manage portfolio-construction risk, including through the use of options on investment stage, geography, industry sector, and fund manager. Another structure gaining prominence, capital-call lines of credit have along with other factors compressed the J-curve Exhibit 2 , while drawing a watchful eye from some LPs.

Our research finds that median funds in vintages to broke even in their second year, rather than in the third, fourth, or fifth year typical of most prior vintages. Co-investment is a third structure adding depth to private markets. It has shaken off concerns about adverse selection to become an effectively standard dimension of pricing.

In some cases, LPs have sought to partner with their GPs and secondaries fund sponsors to restructure and extend funds, a growing strategy as crisis-era funds reach the end of the road yet still have meaningful value-creation potential.

Done well, they can find quasi-proprietary deals in which to deploy large sums of capital while enabling GPs to eat their cake and have it too by recognizing gains while maintaining some degree of upside over time. But a supply challenge looms: demand for PE co-investment vastly outstrips the opportunities provided by GPs.

Even when LPs successfully build a small portfolio of direct investments, they may be running more risk than they think. Very few direct investments have been exposed to a broad-based downturn. When one comes, the way that LPs and their governing boards react to impaired positions will bear watching.

New management techniques Collectively, these developments have helped the industry broaden its appeal to LPs without abandoning its underlying structures. McKinsey research shows that the 25 largest GPs all have operating teams, and most plan to expand them. Leading firms have also pioneered several digital techniques to wrest greater efficiencies in operations , deal sourcing, due diligence, and other core activities.

Several recent examples are detailed in our report. A European venture-capital VC firm has built a machine-learning model to analyze a database of over characteristics of more than 30, deals, identifying about 20 drivers of success for various deal profiles. These often turn out to be unusual combinations of characteristics that no one would otherwise have suspected had much bearing on performance. A PE firm conducting a due diligence wanted to validate its revenue forecast for a banking product.

It used natural-language processing to analyze the public-complaints database published by the US Consumer Financial Protection Bureau. The tool found a spike in customer complaints about a similar product at a rival bank, and the firm discounted its revenue projection accordingly. Another adviser has gone a step further and digitized several of its due-diligence processes.

It uses web-scraping tools to monitor changes in market sentiment for its retail clients. Geospatial analyses help it evaluate the strength of its footprint. Ratcheting higher These are all noteworthy advances. Yet pressure continues to build in the system. Deal multiples have continued to rise—to Deal value hit a record, but the number of deals remained relatively flat for the fourth consecutive year. Note, however, that as a multiple of annual equity investments over the prior three years, dry-powder stocks have crept noticeably higher, growing 22 percent since If growth in dry powder continues to outstrip deal volume in a strong market, this may provide a tailwind for multiples.

But if the market slows say, if multiples contract or deal activity slows , then this sizable war chest may contribute at least for a period to downward pressure on fundraising. They use SurveyMonkey Audience to do research on public business-to-consumer companies in industries like entertainment, telecom, consumer goods, retail, and food.

Many times hedge fund investors use surveys to get a pulse on the market before a public company holds its quarterly earnings call. Investment banks: Wealth managers conduct primary research to publish reports that increase their visibility and credibility. They can attract more customers—mostly individual investors—by displaying their knowledge about markets and investment opportunities. Consumer finance: The banks and companies that provide financial services to individuals and families do research to gain visibility and to keep their customers informed of the latest trends and investment opportunities.

An investment analyst speaks up Not everything is cloak-and-dagger in the world of investment research. Some analysts, as we said, place a high value on visibility and showcasing their industry knowledge. SunTrust has attracted great attention for its tracking study on social media trends, conducted through SurveyMonkey Audience.

You can watch our video interview with Peck here. SunTrust is able to provide answers and solutions to its customers through its partnership with SurveyMonkey Audience. Check it out now. You might also like.

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Investing in private equity funds a survey	LP—GP agreements are very strict about how firms can spend money or charge for expenses, and it can be hard to fit click here partners into that construct. Private markets The rise and rise of private equity Our annual private markets review showed the market scaling in They also offer increasing flexibility for investors to diversify and manage portfolio-construction risk, including through the use of options on investment stage, geography, industry sector, and fund manager. Meanwhile, diversity and new ways of working are central to a changing business environment. Another structure gaining prominence, capital-call lines of credit have along with other factors compressed the J-curve Exhibit 2while drawing a watchful eye from some LPs.
Bets on games	Pension funds, still the largest group of LPs, are pinched for returns. GPs can take several steps to build resiliency and improve performance through a downturn. It used natural-language processing to analyze the public-complaints database published by the US Consumer Financial Protection Bureau. Together with our survey of private equity investment professionals, this report provides a comprehensive picture of the compensation that North American private equity PE executives are currently receiving. Many firms are thinking about how to digitize the investment process—and a handful are moving ahead.
Investing in private equity funds a survey	961
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Many startups move into this category before they eventually go public. Growth equity firms and groups invest here. Traditional leveraged buyouts take place here. Declining — After a company matures, it may run into trouble because of changing market dynamics, new competition, technological changes, or over-expansion. Most of the mega-funds operate worldwide, but they may devote more time and resources to specific geographies. Or, it could specialize in a specific sector.

While size plays a role here, there are some large, sector-specific firms as well. Private Equity Strategy 1: Venture Capital Venture capital firms raise money from Limited Partners, such as pension funds, endowments, and family offices, and then invest in early-stage, high-growth-potential companies in exchange for ownership in those companies. Venture capital tends to attract a different group of professionals than other categories within private equity: former CEOs, entrepreneurs, product managers, and engineers are more likely to end up here.

And in life science venture capital , scientific knowledge is critical, so many Ph. You could further sub-divide venture capital into seed stage, early stage, late stage, and pre-IPO stage investing, with the latter two being more like growth equity. Stage of Investment: Early stage to growth stage. Geography: Diversified, but most investing takes place in North America and Asia.

Industry: Heavy focus on technology and healthcare biotech , but some also invest in cleantech, retail, education, and other sectors. Investment Strategy: Minority-stake deals; growth at all costs! On the other hand, newer firms that operate more like late-stage VCs do invest new capital to support growth. But many firms use both strategies, and some of the larger growth equity firms also execute leveraged buyouts of mature companies.

Some VC firms, such as Sequoia, have also moved up into growth equity, and various mega-funds now have growth equity groups as well. Smaller firms could be in the billions or hundreds of millions. Investment Strategy: Minority-stake deals; anything to accelerate growth. Firms invest using a combination of debt and equity to improve the potential IRR; more debt means that they contribute less of their own capital see: the LBO model concept. Returns from traditional LBOs are mostly linked to financial leverage because the companies are already mature, so growth opportunities are more limited see: quick IRR calculations for LBO models.

Of course, this works both ways: leverage amplifies returns, so a highly leveraged deal can also turn into a disaster if the company performs poorly. Stage of Investment: Mature. Industry: Diversified, but firms often avoid certain industries that are too speculative e. Investment Strategy: Financial engineering, operational improvements, and roll-ups and industry consolidations.

The main difference is that the upside is capped, so professionals focus on assessing the downside risk in deals. For example, what happens if a company loses customers in one geography? What if its market declines? What happens in a recession? Could a company survive and still repay its lenders even if it faces a small disaster?

Since the financial crisis, direct lending has soared, with total assets rising into the hundreds of billions. Part of that is because of regulatory changes: due to the Dodd-Frank legislation in the U. Yields on direct loans are often in the high single digits to low double digits e.

This could dilute the expected outperformance of private equity over public equities. Relationships with Leading General Partners Given the importance of manager selection, the fund of funds manager must be effective at developing relationships with leading general partners and must be adept at identifying and assessing leading and emerging fund general partners. A long-term commitment to the private equity asset class and a developed reputation in the business is paramount to developing strong and credible relationships with leading general partners.

Fund general partners like to develop relationships with limited partners who they can count on to reinvest in future funds, who know the business, do not require a lot of hand-holding on private equity investments, and who can potentially add value in terms of enhancing the network of the general partner. The network and history created between leading general partners and limited partners often leads to an invitation-only opportunity to invest in other leading funds.

The fund of funds manager can, therefore, provide access to this exclusive network for investors in its funds of funds. Identifying Leading and Emerging General Partners It is critical to apply consistent criteria to all fund investment opportunities, including re-investments in general partners with whom there is already a relationship. The key criteria in evaluating private equity fund general partners includes: portfolio fit, industry and sector expertise, focus and reputation, track record, strategy, integrity and commitment, team rapport, deal flow, and acceptable contract terms.

As many leading general partners see a transition in management in the evolution of their firms, the fund of funds manager must be diligent in recognising when a leading fund may have lost its edge. It is easy for an investor to rely on the reputation of the general partner to select fund investments. However, it takes expertise and experience to assess funds that can be the next generation of leading funds. In addition, due diligence may include several face-to-face meetings with the partners, extensive review of the track record and investment strategy, review of existing and potential investments and extensive reference checks.

Most of all, there must be a general comfort level with the strength of the team, personal incentives and motivations of the partners, their operating philosophy, and specific areas of expertise and, finally, how the strategy fits with the rest of the portfolio.

Built around the core portfolio are more focused and emerging funds that may have the ability to target a particular niche and more strictly adhere to their investment strategy. For more tactical allocation and the opportunity to fine-tune allocations and enhance returns, many funds of funds will make co-investments directly in private companies along with the general partners, using a small portion of the fund. In all cases, it is important to systematically apply principled criteria and a disciplined due diligence process.

Actively Managing the Portfolio Once fund investments are made, many private equity investors take a passive approach, waiting to see what the general partners can deliver. Monitoring and Reporting Monitoring investments in a diversified private equity portfolio can be complex. There are quarterly and annual reports and partnership tax returns for each partnership as well as quarterly and annual conference calls and meetings with the general partners.

A strong fund of funds manager constantly reviews reports, attends meetings and conference calls and effectively aggregates and communicates such information to investors via quarterly reports and meetings with its investors. The fund of funds also consolidates and simplifies monitoring and administration of capital calls and distributions. Additionally, questions about the portfolio, individual funds or companies can be directed to a single point of contact. Conclusion Private equity is an alternative asset class that should be strongly considered for long-term investors who seek to outperform public equities and add portfolio diversification.

Using an experienced, effective manager through a fund of funds vehicle is an efficient way to achieve needed diversification, leveraging the necessary expertise to build, manage and monitor the private equity portfolio. FW Capital, and its affiliates, have invested in more than underlying funds and 33 direct co-investments. For more information, contact Fort Washington Capital Partners Group at 1 or visit us on the web at www.

Western-Southern formally established Fort Washington in , and subsequently transferred certain members of the Finance Department personnel to the newly-formed entity. For more information, visit www. Note: The opinions expressed herein are those of Fort Washington Capital Partners Group as of the date s indicated, and should not be relied upon in making any investment decisions with respect to private equity or fund of funds products.

Please consult your investment professional before pursuing any alternative investment strategy. Footnote 1 Venture Economics VentureXpert database,

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