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Private equity firms control close to a trillion dollars of capital and get involved in leveraged buyout transactions, partial stake purchases in public companies and investments in private companies. The largest firms in this sector are both visible and extraordinarily adept at using the tools of finance to design wealth-creating transactions. The leading private equity firms include Blackstone, KKR and TPG. There are hundreds of other firms as well that engage in “middle market” transactions – smaller deals. Leveraged buyout transactions normally target mature cash flowing businesses that have fallen in some disfavor or, alternatively, divisions of corporations that are put up for sale. An LBO investor looks for predictable cash flows that are essential to make interest payments on debt. An LBO investor will normally take a control position, holding enough board positions to control a company’s major decisions. LBO transactions are normally valued on multiples of EBITDA (Earnings Before Interest, Taxes, Depreciation and Amortization). The debt used in the transaction will be raised from banks and the high yield bond market. Private equity firms are normally organized as partnerships with general partners (the principals of the private equity firm) that provide the brains and transaction expertise and limited partners that provide the capital. Warburg Pincus, for example, is on its 10th private equity fund and is investing $15 billion from that fund. Limited partners have found this a good area to invest in as the returns have been high and the time horizons of funds well suited to them. Typical limited partners include university endowments, insurance companies, corporate pension plans, public employee retirement plans and high net worth individuals.
Key skill requirements for a job as a private equity associate include:
There is a lot of financial upside in this business because the rewards of success can be extraordinary. A private equity firm that keeps 20% of its profits as carry (plus management fees) can pull down over a billion dollars in profits for its principals in a good year. Obviously, this leaves ample room for all involved to have high compensation. There is also substantial downside and as we write this summary in August 2009 the financial markets are starting to recover from a significant downturn. As you might expect the downturn has negatively impacted the private equity industry because access to debt has been challenging. An LBO transaction could have been financed in 2007 with debt equal to eight times cash flow. Today, getting four times debt cash flow on a transaction is an accomplishment and then the debt will be far more costly. To complicate matters, many major limited partners (e.g., university endowments, state pension funds, foundations) have found themselves overweighted in illiquid assets which is making it more difficult for private equity firms to draw down capital for investments. It is worth bearing in mind that this has happened before. The private equity industry took was hit hard by economic malaise in 1982, 1991, 1995 and 2001. In each case, the industry both recovered and went on to ever greater heights. It is more likely than not that the private equity sector will grow ever larger in the decade ahead.
To elaborate further, we have noted that the largest private equity firms are involved primarily in leveraged buyouts (LBOs). There are some other focus areas that might interest you. These include (1) providing equity to firms that have begun to generate revenue but still require capital to increase growth (growth equity); (2) providing mezzanine debt - debt that is subordinated to bank debt and generally the last stop in the capital structure before equity; (3) participating in secondary funds that purchase private equity interests that are traded; (4) participating in funds that invest in other funds (fund of funds) and (5) investing in turnaround situations – companies that are troubled or bankrupt and need crisis management. Some private equity firms like Cerberus get involved in every stage of the business: venture capital, growth capital, buyouts, mezzanine investments and turnarounds. Others stay focused on just one area such as middle market buyouts (Riverside is a good example). It is very difficult to break in to private equity coming with a recent undergraduate or MBA degree.
The state of the markets is not helping. The jobs are not plentiful and private equity firms prefer to hire persons with a few years of experience. The typical starting point for a private equity career is a job as an analyst or associate in an investment bank. The best private equity firms tend to hire out of the best banks. The search is on for high quality bankers who have their share of deals worked on (memorialized by a nice group of “lucites” – momentos from deals done). There is also some recruiting out the better management consulting firms. However, MBA students are recruited into this sector, particularly from the top finance-oriented business schools (Chicago, Harvard, Stanford, Wharton) and a smattering of bright undergraduate students find positions each year in private equity. Because few private equity firms are large enough to have a coordinated external recruiting effort, it is worth your while if interested in this area to carry out a self-directed job search. Many firms hire only episodically and recruiting success can be a matter of showing up at the right place at the right time with the right story. We encourage you to try this approach. Follow the time-honored path of networking and using a little shoe leather to make connections with persons that can help you break into this exciting industry. Ideally, your networking activities will take place well before you hit the job market at graduation. You should be looking to meet people in the private equity industry along the way. A few friends can go a long way in finding the job you want. Good luck as you contemplate a private equity career!
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An important factor in private equity compensation is the extent of participation in a company’s profitability – the “carried interest”. Most associate positions do not provide for participation in the carry but once you make principal or junior partner you should expect to have a piece of the carry, albeit maybe less than a percent. As you progress from principal to mid-partner, senior partner and then managing partner you will see your participation in the carry rise ultimately to 5% to low double digits.
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