By Mar Hernandez, Harry Weiner, and Victoria Montagu
Private equity is back in the game. But the rules have changed.
After a sluggish 2024, firms came into 2025 ready to spend. Capital is there, but deployment isn’t easy. Inflation is sticky. Global politics are dicey. Tariffs—especially on China—are disrupting pricing, supply chains, and exit timing. And with interest rates still high, cheap leverage is off the table. Value creation now hinges on airtight execution, not financial engineering.
There’s money to put to work. But it’s being spent with surgical precision. And that’s rewriting the playbook on leadership (similar to shifts emerging on the VC side).
At NU, we’ve seen a sharp uptick in PE searches in recent months. However, the bar is higher. It’s not about headcount; it’s about high-impact operators who understand how to create value, fast.
What’s NU in Private Equity Talent?
Here’s what’s actually happening in 2025:
- Every role ties back to EBITDA. PE firms are zeroed in on margin expansion and topline growth. Every hire must directly contribute to a more profitable exit. Candidates who can’t talk P&L in depth won’t make it to the shortlist.
- AI and analytics are table stakes. Top candidates are fluent in business intelligence, data analysis, and AI-enabled operations.
- HR is now a power function. Talent strategy is central to value creation, especially in M&A and integration-heavy environments.
- Diversity is business-aligned. DEI isn’t being deprioritized, but it’s being reframed. Investors want diverse leaders who help companies better connect with their markets.
- Return-to-office tension is real. In financial services and other traditional sectors, three days in-office is becoming the standard. Portfolio companies tend to offer more flexibility, but employers and candidates still aren’t fully aligned. It’s a sticking point, especially for mid-level and back-office roles. For the Operating Partners themselves, 5 days in-person spread across their firm’s HQ and their portfolios isn’t uncommon.
- Execution beats pedigree. It takes a different DNA to lead in a pure growth environment than it does in a volatile one. Investors want strong executors, leaders who can build, adapt, and deliver under pressure.
What PE Firms Want in Executives
Investors know their exit window, and they want talent that can operate with urgency and strategic clarity. Here’s what we look for when hiring for PE-backed roles:
- Financial fluency. Candidates need to understand how the business makes money and which levers drive growth. Regardless of function, if you can’t speak in revenue terms or discuss impact in percentages, you’re not PE-ready.
- Business-first storytelling. Whether you’re in finance or HR, you need to talk results in a way that connects directly to the business. We use a version of the SAND method: start with the business context, explain your actions, and close with measurable results. That’s what investors want to hear.
- Scrappy and strategic. No layers of support. No corporate crutches. You need to build, execute, and pivot while staying aligned with the investment thesis.
- Equity mindset. These leaders are willing to bet on themselves. Base comp may not compete with Big Tech or Fortune 500, but the upside at exit is what draws the right people in.
Inside the PE-Backed Environment
This is a high-pressure, fast-moving world. It’s definitely not for everyone:
- Change is constant. Strategy shifts, bolt-on acquisitions, and integration challenges are the norm. If you’re not adaptable, you’re not a fit.
- Operating partners expect depth. Candidates must come prepared; not just about the role, but about the company’s financials, customers, and risks. We dig deep into the investment thesis with our clients so we can assess fit beyond the resume.
- The political climate matters. A more pro-business stance in Washington is encouraging for some sectors. But tariffs and global trade uncertainty are creating headwinds. Portfolio companies need executives who can lead through volatility and still hit their numbers.
NU + Private Equity
Not all PE firms—or portfolio companies—are alike. On every search, we work to understand the specific investment thesis and business dynamics at play. That means:
- We engage deeply with the company’s leadership and operating partners.
- We ask tough questions about business performance, challenges, and levers for growth.
- We find leaders who not only fit the role but thrive in the environment.
- It’s not about filling a job; it’s about enabling a high-value exit.
Recent PE Placements
We’ve partnered with numerous leading private equity firms to place talent in high-impact roles. Some recent placements include:
- Brett Parker, Chief Financial Officer & Chief Operating Officer at Legends (backed by Sixth Street)
- Jennifer Bouyoukos, Chief People Officer at PureFacts Financial Solutions (backed by GrowthCurve Capital)
- Dan Almasy, Chief Human Resources Officer at Nightwing (backed by Blackstone)
- Deborah DeVerna, Chief People Officer at Allvue Systems (backed by Vista Equity Partners)
- Carl Oliveri, Chief Revenue Officer at Netchex (backed by GrowthCurve Capital)
- Alda Chan, Vice President, FP&A at Grindr (backed by Tiga Investments and other PE investors)
- Kevin Francis, Chief Revenue Officer at Ellucian (backed by Blackstone and Vista Equity Partners)
- Bill Okun, Chief Executive Officer at SchoolStatus (backed by PSG)
- Anand Mehta, Chief People Officer at Fivetran (backed by ICONIQ Growth)
- Russ Becker, Chief Executive Officer at Talogy (backed by Waud Capital)
Private equity in 2025 is about precision, performance, and profitability. If you’re not building leadership teams that deliver on all three, you’re falling behind.
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NU Advisory Partners is an AI-native retained executive search and advisory firm focused on senior executive, operating, and board positions. If you’re interested in learning more, get in touch here.