Stepping into a private equity (PE) backed portfolio company presents unique challenges and opportunities for chief human resources officers (CHROs). The transition from established corporate environments to the dynamic realm of PE requires adaptability, strategic insight, and a hands-on approach.
In PE-backed firms, resources are often streamlined, necessitating CHROs to actively engage in building foundational HR structures. Responsibilities may include crafting remuneration strategies, succession planning, and assembling leadership teams.
Unlike larger corporations with established systems, these companies may lack comprehensive infrastructures in areas such as headcount, development, or rewards. CHROs are expected to proactively design and implement solutions, rather than awaiting directives.
The board of directors in portfolio companies typically consist of industry advisors and PE partners who closely monitor company strategy and executive performance. Understanding the board’s engagement style – whether hands-on or hands-off – is crucial for effective collaboration.
The type of CHRO you need to be
Success as a CHRO in a private equity-backed portfolio company requires a strong balance of strategic vision, operational agility, and financial acumen. The role is fast-paced, demanding, and deeply tied to the company’s growth trajectory.
Private equity investors expect clear, data-driven insights on workforce performance, compensation structures, and leadership development. HR leaders must be able to demonstrate how their initiatives impact financial outcomes, whether through improved productivity, reduced costs, or leadership effectiveness.
PE-backed companies often also operate on compressed timelines with aggressive value creation goals, meaning priorities can shift rapidly. CHROs must be comfortable making decisions with limited information, working with lean teams, and executing quickly. The ability to pivot in response to new investment priorities, restructuring efforts, or acquisition opportunities is essential.
Managing relationships with the board and investors is another critical aspect of the role. Unlike public companies, where governance structures are more formalised, portfolio company boards are highly involved in company strategy. CHROs must be able to navigate these relationships effectively, providing clarity on leadership performance, organisational risks, and workforce optimisation.
Compensation is typically non-traditional
PE-backed firms often emphasise equity-based compensation, potentially foregoing traditional short-term bonuses. While this model offers substantial financial upside, it requires a shift in mindset, especially for those new to equity participation.
Thoroughly reviewing compensation terms – including cash components, benefits, termination provisions, restrictive covenants, and equity implications upon exit – is vital. Understanding the anticipated exit strategy, be it a sale, IPO, or other avenues, is crucial, as these terms are typically fixed at the outset.
Unlike public companies that provide annual equity grants, PE-backed firms may require executives to co-invest upfront, acquiring actual stock or membership interests through personal capital. Some firms offer loans to facilitate this investment, necessitating a clear comprehension of potential future value.
Demand for CHROs in PE-backed portfolio companies
The role of CHROs in PE-backed companies has evolved into a strategic partnership integral to value creation. PE boards are looking for CHROs who can link talent initiatives directly to financial performance, influencing areas from compensation to training and satisfaction metrics.
What’s more, PE firms increasingly recognise that targeted investments in leadership development can enhance productivity and employee satisfaction, directly contributing to the company’s value proposition.
As private equity firms cycle through acquisitions and exits, experienced CHROs with a track record of driving workforce transformation in these environments become highly valuable. Those who can demonstrate success in one portfolio company often find themselves in demand for future PE-backed leadership roles.
Working in PE offers significant rewards
For CHROs who thrive in fast-paced, high-impact environments, a private equity-backed portfolio company offers significant professional and financial rewards. Unlike in larger corporations, decisions in PE-backed firms drive immediate, visible change, allowing CHROs to build and shape HR strategy with a direct link to business performance.
Working closely with CEOs, CFOs, and investors provides exposure to high-level decision-making and enhances commercial acumen. The ability to align talent strategy with financial outcomes strengthens a CHRO’s position as a key business leader. Additionally, compensation structures often include equity participation, offering a long-term financial upside that can be highly rewarding upon a successful exit.
Beyond financial benefits, the experience gained in PE-backed companies is highly valued in the market. Successfully leading HR through growth, restructuring, or an exit significantly enhances career prospects, opening doors to future C-suite or board-level roles. For those who embrace the challenge, the rewards – both professional and financial – can be transformational.
Jane Firth specialises in HR leadership and board level appointments on behalf of FTSE, AIM and Fortune 500 clients, as well as private equity backed, family owned, founder led and publicly funded organisations. Jane has over 20 years experience in HR leadership appointments.
