By Mar Hernandez and Victoria Montagu
In 2025, PE leadership skewed toward turnarounds. In 2026, the center of gravity has shifted to growth. Funds raised during the tighter 2021–2023 window are now being deployed, and that capital is often showing up as growth-oriented mandates rather than restructuring ones. Part of what’s driving that deployment is structural; nearly a quarter of buyout dry powder has sat unspent for four years or more, and firms are under pressure to put it to work before investment periods lapse.
Looking across our own portfolio of PE clients this year, we’re seeing that deployment play out directly, with an increase in acquisitions moving into growth mode.
In this piece, we break down the latest PE-backed executive talent trends, what PE firms are looking for in portfolio talent, and what it’s like to be an operator in the current private equity environment.
What’s NU in Private Equity Talent?
- 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 expected to be fluent in business intelligence, data analysis, and AI-enabled operations. And this holds true independent of function. Executives need to have a point of view on AI and keep learning as the technology moves.
- AI literacy is critical for board directors, with some notable exceptions. Clients increasingly expect directors to be conversant with AI even if they’re not experts. But, we’ve also seen some clients go in the other direction, where they’re barring directors from using AI tools to evaluate confidential company materials. It’s a live tension that boards are working through.
- PE firms are rescoping the HR function. Some firms are creating a dedicated internal leader focused on portfolio-company talent strategy, distinct from the firm’s own HR team, while others are combining that mandate with digital/technology oversight under one person. AI is at the forefront of the desired capabilities.
- Certain industries are pulling in a disproportionate share of PE capital. We’re seeing digital infrastructure top the list, particularly data centers, split between the real estate/build side and the technology side. The scale of power those centers require is also pulling PE dollars into renewable and alternative energy generation. Wealth management is another area we’re seeing draw significant investment, along with industrials, including field services and residential-facing businesses.
- Diversity is business-aligned. 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 PE Operating Partners, five 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. Executives need to be able to fly high and fly low, setting the strategy and then being willing to roll up their sleeves and execute it themselves.
What PE Firms Want in Executives
- 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. Operators need to build, execute, and pivot while staying aligned with the investment thesis. PE-backed companies don’t come with the headcount or bureaucracy of a large corporation. There’s often no fat and no red tape; executives are expected to be self-sufficient and move fast.
- 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
- 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.
- Volatility is the new normal. Investors and operators have become more comfortable with geopolitical instability and global conflicts; they’re not waiting for the turmoil to pass in the same way they may have in the past. Executives are expected to lead through volatility as a given.
- Specialization is increasing. In some cases, we’re seeing firms moving from a generalist, opportunistic approach toward more specialization by deal type — high growth, transformation, or turnaround.
NU + Private Equity
On every PE-backed 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.
- We work to enable growth and a high-value exit.
Beyond asking the tough questions, we move fast because we already know the market and talent pool for any given spec. That agility comes from how we’re structured:
- Our consultants specialize in individual functions – CEO, CFO, GTM, Tech & Product, HR, and Legal – across portfolio companies, deal types, and market cycles, building a depth of expertise that generalists who dabble across categories can’t replicate.
- That same focus extends to industry. Consultants align by sector – whether that’s business services, consumer, sports, healthcare, industrials, and beyond – so clients get both functional depth and industry fluency on every search.
- Lastly, our entire team works together on every mandate. Clients get the full weight of our collective expertise, not just one team’s output like you’d get at a legacy firm.
Recent PE Placements
We’ve partnered with numerous leading private equity firms to place talent in high-impact roles across CEO and C-Suite functions. Some recent placements include:
- Nathan Blain — CEO at LifeLabs Learning — backed by Atairos
- Jenifer LaMorte — VP & General Manager, Performing Arts at Learfield (Paciolan) — backed by Clearlake Capital Group, Charlesbank Capital Partners, and Fortress Investment Group
- Manish Nariwal — COO at MDpanel — backed by Aquiline
- Andrew Sowerbrower — Head of Finance at AllCare Georgia — backed by Summit Partners
- Christina Cussimanio — CMO at DAS Health — backed by Coalesce Capital
- Adrian Ebscins — CMO at Relay — backed by Resurgens Technology Partners
- Joe Morgan — Chief Client Officer at Dynamic Campus — backed by Atlantic Street Capital
- Chris Core — Chief Growth Officer at Compassus — backed by TowerBrook Capital Partners
- Marc Thomas — CRO at Rectangle Health — backed by GI Partners
- Sylvia Xistris — VP of Product at Solutionreach — backed by Summit Partners
- Lorri Sides — Chief Product Officer at Nym Health — backed by PSG
- Terry Gaylord — Chief People Officer at Ryan, LLC — backed by Onex Partners, Ares Management, and Neuberger Berman
- Priscilla Messir — CHRO at VaxCare — backed by Blackstone
- Michele Silverman — Chief People Officer at DECA Dental Group — backed by Blackstone
- Kyle Pollard — VP Data at RBmedia — backed by H.I.G. Capital and Francisco Partners
- Jim Mapes — SVP of Delivery at Omega Healthcare — backed by Goldman Sachs and OTPP
- Stephen Krupa — Executive in Residence at Frazier Healthcare Partners
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.
