<h4 class="MsoListParagraphCxSpFirst">Why many executive hiring mistakes in private equity happen before the first candidate is ever interviewed.</h4>
When a new executive hire fails inside a private equity backed business, attention usually turns immediately to the interview process. The CEO and private equity investor review the questions that were asked, reconsider the candidate's references and look for warning signs that may have been missed. They want to understand whether the assessment process failed or whether they simply selected the wrong person.
While poor assessment can absolutely result in a bad hire, there is another problem that receives far less attention. In many cases, the mistake was made before the first interview ever took place.
The most important question at the beginning of an executive search is not who should we hire. It is whether you are hiring the right position to solve the most important problem in the business.
After nearly a decade of interviewing and placing executives into private equity backed businesses, we have repeatedly seen organisations become focused on candidates, recruiters and interview processes before properly defining the problem they are trying to solve. The result can be an excellent executive being appointed into a role that was never the highest priority for the business in the first place.
Before launching your next executive search, there are three questions every private equity investor and portfolio company CEO should be able to answer.
<h2 class="MsoListParagraphCxSpMiddle">Question One: Which Executive Hire Will Create the Greatest Return on Investment?</h2>
Everything in private equity is ultimately considered through the lens of return on investment. Executive hiring should be treated in exactly the same way.
When leadership teams identify the need for another executive, the natural tendency is to focus on the most visible problem. One department is overwhelmed, another executive is complaining about their workload, or a particular function has recently underperformed. The obvious solution appears to be adding another senior leader.
However, the most visible problem is not necessarily the biggest constraint to value creation.
Before approving an executive search, ask yourself a much more difficult question. If you could only make one senior appointment during the next twelve months, which executive would have the greatest impact on the enterprise value of the business?
For some portfolio companies, the answer will be the CEO because that individual influences virtually every major decision across the organisation. They determine where capital is allocated, which strategic initiatives receive resources, which acquisitions are pursued and how the overall value creation plan is executed.
If you already have an exceptional CEO, however, replacing them clearly makes no sense. The biggest constraint could instead sit within finance, sales, operations or another critical function. A CFO might be required to create financial visibility and support an aggressive acquisition strategy. A Chief Revenue Officer might be needed to build a scalable commercial engine. Another portfolio company might need operational leadership capable of integrating several recently acquired businesses.
The specific title is less important than the problem being solved. The objective is to identify the executive appointment that removes the largest constraint to value creation rather than simply filling the most obvious gap on the organisational chart.
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<h2 class="MsoListParagraphCxSpMiddle">Question Two: Have You Defined What an Exceptional Candidate Actually Looks Like?</h2>
Once you know which role will create the greatest impact, the next challenge is defining exactly who you need to hire.
We regularly hear private equity investors and CEOs say that they want an "A-player" or the "best executive in the industry." The problem is that these descriptions are almost meaningless unless everyone involved in the hiring decision agrees on what they actually mean.
One investor may define an exceptional CFO as someone who has completed multiple private equity exits. Another may prioritise experience scaling a business beyond &pound;1 billion in revenue. A CEO may care far more about acquisition integration, while another board member believes industry experience is essential.
Everyone believes they are looking for the best candidate, but they may be assessing completely different definitions of what "best" means.
One useful approach comes from Jeffrey Starr, an Operating Partner and former CEO who has led multiple successful private equity backed exits. Instead of beginning by trying to define the perfect executive, he uses a framework built around three levels of performance: Good, Better and Best.
Consider a business hiring an executive to support an acquisition strategy. A good candidate might understand the investment thesis and be capable of executing the acquisition plan. A better candidate might have developed a genuine partnership with the investment team, regularly reviewing opportunities, challenging assumptions and contributing to decisions rather than simply executing instructions. An exceptional candidate would demonstrate an even greater level of ownership and measurable impact against the specific outcomes required by the portfolio company.
This approach forces the hiring team to define performance before interviews begin. Instead of deciding whether someone "feels" like an A-player after meeting them, the business already knows what good, better and exceptional evidence looks like.
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<h2 class="MsoListParagraphCxSpMiddle">If You Have Never Hired the Role Before, Replicate Success</h2>
Defining exceptional performance becomes more difficult when the business has never hired that particular executive before. In those situations, one of the simplest approaches is to learn from someone who has already done it successfully.
Speak with an experienced CEO, Operating Partner or executive who has delivered the specific value creation initiative you are attempting to execute. Walk them through the competencies you intend to assess and ask what a good answer would sound like, what would make that answer better and what evidence would make it exceptional.
This is particularly valuable when the hiring committee lacks direct experience of the challenge itself. Rather than inventing assessment criteria based on assumptions, you can use the experience of executives who have already solved the problem successfully.
Once that work has been completed, something previously subjective becomes considerably more objective. Interviewers no longer need to hope they will recognise an exceptional executive when they meet one. They have already defined the evidence they need to hear before the first candidate enters the process.
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<h2 class="MsoListParagraphCxSpMiddle">Question Three: Are You Solving the Root Problem or Treating the Symptom?</h2>
This is where some of the most expensive executive hiring mistakes occur.
Sometimes a business does not hire the wrong executive. It hires the wrong solution.
Imagine that revenue growth has slowed significantly over the previous twelve months. The immediate reaction might be to appoint a Chief Revenue Officer or VP of Sales. On the surface, the logic appears straightforward. Revenue is underperforming, so the business needs a more senior commercial executive.
But what if the seniority of the sales leadership is not actually the problem?
Perhaps the existing sales team has become comfortable and increasingly reliant on inbound opportunities. Perhaps salespeople are taking orders rather than proactively creating opportunities. There could be insufficient coaching, weak accountability or poor management at the frontline level.
If that is the real problem, appointing a Chief Revenue Officer could become an extremely expensive solution to something that a strong Sales Manager could potentially resolve at a fraction of the cost.
This is why private equity investors and CEOs need to diagnose the problem before deciding which executive title should solve it.
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<h2 class="MsoListParagraphCxSpMiddle">Keep Asking Why Until You Find the Real Constraint</h2>
A simple way to improve this diagnosis is to continue asking why.
If revenue has declined, ask why. If the answer is that sales productivity has fallen, ask why that has happened. If the answer is that activity levels have declined, ask why again. Continue until you reach the underlying issue rather than stopping at the first visible symptom.
The first answer is often not the real problem.
This matters because executive hiring is an expensive form of problem solving. Beyond compensation, every senior appointment requires management time, recruitment costs, onboarding resources and organisational attention. More importantly, it creates an opportunity cost. Capital and time committed to one leadership appointment cannot simultaneously be invested somewhere else.
Private equity backed businesses that consistently create value are disciplined about identifying the real constraint before committing resources to solving it. Executive hiring should receive exactly the same level of scrutiny as any other significant investment decision.
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<h2 class="MsoListParagraphCxSpMiddle">The Interview Process Cannot Fix a Poorly Defined Search</h2>
A rigorous hiring process remains essential. Structured interviews, scorecards, references and objective assessment all improve the probability of making a successful appointment.
However, none of those things can compensate for starting with the wrong brief.
You can run an exceptional interview process and identify the strongest Chief Revenue Officer in the market, but if your portfolio company actually needed stronger frontline sales management, you have still made the wrong hire. Likewise, you can recruit an outstanding CFO, but if operational leadership is the real constraint preventing the value creation plan from progressing, the business has invested in the wrong solution.
The quality of the candidate does not correct the quality of the diagnosis.
This is why the most important work in executive hiring often happens before a recruiter is contacted, a job description is written or a candidate is interviewed.
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<h2 class="MsoListParagraphCxSpMiddle">Final Thoughts</h2>
When an executive appointment fails, it is easy to assume that the candidate was the problem. Sometimes they were. However, private equity investors and portfolio company CEOs should also examine whether they were solving the right problem in the first place.
Before launching your next executive search, answer three questions with absolute clarity. Determine which appointment will create the greatest return on investment, define exactly what exceptional performance looks like for that role, and establish whether the position addresses the root cause of the business problem rather than simply treating its most visible symptom.
Only then should the search begin.
Because the first decision in executive hiring is not who should we hire?
It is who do we actually need?

Before You Hire Your Next Executive, Ask These 3 Questions

The most important moment in this executive search wasn't the interview. It wasn't the shortlist. It wasn't even the offer.
It was a conversation that happened after the client believed they had found their next Chief Operating Officer.
That conversation uncovered information that completely changed the outcome of the search.
The client was a private equity-backed residential services platform generating more than $150 million in revenue, with an ambitious long-term goal: To build one of the most professionalised businesses in its sector and scale towards $1 billion in revenue.
They weren't simply looking to fill a vacancy. They were making a leadership appointment that could have a significant influence on whether the business achieved that ambition.
What followed was a search that demonstrated why executive due diligence matters.
<h2 dir="ltr">Part One: The Brief</h2>
When the CEO approached Raw Selection, the business needed a senior operational leader.
This wasn't the first time someone had occupied the position. A previous operational appointment hadn't worked out. The individual understood operations but lacked the depth of industry experience the business needed. More importantly, they had struggled to establish credibility with the technicians responsible for delivering the work every day.
That experience had helped clarify what the business needed this time.
As we worked through the brief with the client, it became apparent that they weren't describing a Vice President of Operations or a traditional Head of Operations. They needed a true Chief Operating Officer: someone capable of leading a large multi-site platform, integrating acquisitions, building operational systems and earning the trust of people at every level of the organisation, from technicians in the field to private equity stakeholders in the boardroom.
The ideal candidate therefore required a particularly difficult combination of experience. They needed significant P&amp;L responsibility, experience leading across multiple branches, a servant leadership approach and, crucially, a background in residential HVAC that would allow them to speak the same language as the people operating within the businesses.
That conversation became the blueprint for everything that followed.
<h2 dir="ltr">Part Two: The Hunt</h2>
Once the mandate had been established, the search moved into Raw Selection's 17-step research process.
The early stages focused on understanding and mapping the market. Relevant companies and competitors were identified, our existing network within the sector was revisited, referrals were gathered and the team built a clearer picture of where executives matching such a specific profile could be found.
The role was also advertised publicly, generating more than 100 applications within the first 24 hours. The volume of interest was so high that the advert had to be taken down.
At the same time, approximately 400 executives across the residential services market were identified and considered before the search was progressively narrowed. The focus increasingly fell on executives from businesses of the appropriate scale, particularly those who had led multi-site operations and combined significant commercial responsibility with genuine experience of the HVAC industry.
One candidate began to stand out during those conversations.
Having come through the trades before moving into leadership, the executive spoke about creating operational playbooks, standardising processes across branches and building organisations that relied upon repeatable systems rather than individual talent. They also spoke about the appeal of building a business for longevity rather than simply building one to sell.
Those experiences closely reflected what the client had described at the beginning of the search.
<h2 dir="ltr">Part Three: Two Candidates</h2>
After weeks of market mapping, conversations, interviews and assessment, two candidates remained.
Both had led businesses of considerable scale. Both understood the challenges of acquisition-led growth. Both demonstrated the operational experience the client had been looking for, and both had performed strongly throughout the process.
The client had confidence in both finalists.
From every conventional measure, the search appeared to have reached a successful conclusion. There were two credible executives capable of progressing into the role, and the final decision appeared to be between two strong options.
Then the situation changed.
<h2 dir="ltr">Part Four: The Decision</h2>
The final stage wasn't another interview.
It was due diligence.
As part of the assessment, Raw Selection conducted independent reference conversations through its own network. These weren't simply references selected and supplied by the candidates. They were conversations with people who had previously crossed paths with the executives and could provide an independent perspective on their track records.
One of those conversations uncovered information that had not been disclosed during the interview process.
It emerged that one of the finalists had been terminated from a previous position.
Given what was uncovered, it was something the team couldn't look past. Despite having progressed through the process and reached the final two, the candidate was immediately withdrawn from the search.
It was a significant moment. Had the assessment stopped with the CV, interviews and candidate-provided information, the client would not have had the same picture when making one of its most important leadership decisions.
For a senior role with a compensation package of approximately $250,000, the consequences of failing to complete that additional due diligence could have been considerable.
<h2 dir="ltr">Part Five: The Outcome</h2>
Removing one finalist didn't automatically make the remaining executive the right appointment.
Their suitability still had to stand on its own.
Throughout the process, however, the successful candidate had continued to demonstrate the characteristics established in the original brief. They had technical credibility from their background in the trades, experience building more consistent operations across multiple locations, significant leadership experience and an approach that closely aligned with what the client was trying to build.
The conversations between the two sides also demonstrated genuine alignment. The candidate understood that scaling a platform wasn't simply about completing more acquisitions; it required building the processes, leadership and operating model capable of bringing those businesses together.
The offer was made and accepted. The successful candidate handed in their notice, and preparations began for them to join the business as its new Chief Operating Officer.
Looking back, perhaps the most interesting part of the search isn't simply who was appointed. It's how close the outcome came to being different.
The final two candidates had made it through extensive research, assessment and interviews. Both had impressed the client. Yet information discovered through an independent conversation fundamentally changed the decision.
For private equity-backed businesses, that distinction matters. The executives appointed to portfolio companies are responsible for turning an investment thesis and value creation plan into results. Understanding what someone has achieved is important, but independently validating how they achieved it, how they led and what happened in previous roles can reveal things an interview never will.
Sometimes, the most valuable part of an executive search isn't the appointment you make. It's the appointment your due diligence prevents.
We've documented every stage of this confidential search, from defining the brief and hunting the market to the two finalists and the reference checks that changed everything.
Watch the full story here:
https://youtu.be/kzM8QEYGN5w?si=pA59TrO89CetauZO
&nbsp;

Inside a Private Equity COO Search: Finding the Leader Behind a Billion-Dollar Growth Plan

If you're hiring a Chief Financial Officer for your private equity backed business, here are three green flags to look for and three red flags you simply cannot afford to ignore.
The Chief Financial Officer is one of the most frequently replaced executives in private equity backed businesses. Despite this, many hiring decisions continue to focus on the wrong criteria. Investors and Chief Executive Officers naturally look for technical competence, financial qualifications and industry experience, yet those attributes alone rarely determine whether a CFO succeeds inside a private equity environment.
The reality is that most CFOs do not fail because they lack financial expertise. They fail because private equity demands far more than technical excellence. It requires commercial judgement, operational understanding, strategic influence and the ability to create enterprise value under significant pressure.
After interviewing hundreds of Chief Financial Officers and completing executive searches for private equity backed businesses across Europe and North America, we have found three indicators that consistently increase the probability of a successful appointment. Equally important, there are three warning signs that many firms overlook during the interview process, often leading to costly hiring mistakes.
&nbsp;
Indicator One: Look Beyond Private Equity Experience
The first recommendation we make to every private equity firm is that their next Chief Financial Officer should ideally have previous private equity backed experience. While exceptional leaders can certainly transition successfully from family owned or publicly listed businesses, private equity remains a fundamentally different operating environment. The pace is faster, accountability is greater and value creation is measured against a defined investment horizon rather than ongoing operational stability.
However, simply ticking the private equity box is where many hiring decisions begin to go wrong.
Not all private equity experience is the same. Two CFOs may both have spent five years in private equity backed businesses, yet one may have operated in a business with strong cash generation, low leverage and minimal financial pressure, while the other has spent every day managing debt facilities, lender relationships, cash constraints and covenant reporting. Both have private equity experience, but the environments they have operated within are dramatically different.
That distinction matters because your portfolio company has its own unique challenges. A business with significant leverage requires a very different finance leader from one focused primarily on growth or acquisition integration.
Rather than asking whether a candidate has worked in private equity, investors should ask what type of private equity environment they have experienced. Understanding the debt profile, reporting expectations, lender complexity and operational pressures provides a far clearer indication of whether that individual is equipped for your specific platform.
&nbsp;
Indicator Two: Look for Data Driven Decision Making, Not Data Reporting
Every CFO describes themselves as data driven.
The problem is that very few interviewers define what that actually means.
Many candidates confidently explain the dashboards they built, the reports they introduced or the metrics they tracked. While those achievements demonstrate technical capability, they reveal very little about whether the individual actually changed the direction of the business.
The strongest Chief Financial Officers do not simply create financial reports. They use information to influence decisions. They identify commercial opportunities, challenge assumptions, highlight operational risks and help the Chief Executive Officer allocate resources where they will generate the greatest return.
Their value comes from interpreting data rather than producing it.
During interviews, one of the most revealing questions is not how a dashboard was built, but what changed because of it. Which decisions improved? Which operational initiatives were introduced? Which commercial opportunities were identified? How did EBITDA improve because of the insights that finance generated?
Outstanding CFOs understand that financial information is only valuable if it changes behaviour. They connect finance with operations, sales, inventory, pricing and customer performance, creating visibility across the entire organisation rather than limiting their focus to accounting and reporting.
&nbsp;
Indicator Three: Hire Strategic Leaders, Not Finance Managers
The best Chief Financial Officers think far beyond the finance department.
While technical expertise remains essential, it is no longer enough to succeed within a private equity backed business. High performing CFOs understand every part of the organisation because they recognise that value creation rarely originates within finance itself.
They understand operational bottlenecks, supply chain challenges, pricing strategy, sales performance, inventory management, talent acquisition and customer retention. More importantly, they understand how each of these functions influences financial performance and enterprise value.
This broader commercial perspective allows them to become genuine strategic partners to the Chief Executive Officer.
Rather than simply presenting financial reports, they provide clarity where others see complexity. They help leadership teams identify priorities, evaluate competing initiatives and make decisions that maximise long term value creation.
This ability to connect finance with every other function is one of the clearest characteristics separating outstanding CFOs from technically capable finance leaders.
&nbsp;
Red Flag One: They Participated in the Exit but Didn't Lead It
One of the most common assumptions made during executive hiring is that participation in a successful exit automatically indicates strong capability.
In reality, there is a significant difference between attending meetings during an exit process and leading one.
We once interviewed a Chief Financial Officer whose experience appeared exceptional on paper. They had completed a successful liquidity event, worked within a private equity backed business and possessed strong references throughout their career.
As the interview progressed, however, it became clear that their involvement had been far more limited than their CV suggested. The private equity sponsor had led the process, external advisers managed the transaction and even the Chief Executive Officer had played a relatively small role. The CFO had attended meetings but had not been responsible for driving the transaction itself.
This distinction is often overlooked.
When assessing exit experience, investors should explore ownership rather than participation. What responsibilities did the CFO personally hold? Which workstreams did they lead? Which challenges did they solve? How did they contribute to maximising value during the transaction?
Those answers provide a far more accurate assessment than simply noting that an executive has experienced a successful exit.
&nbsp;
Red Flag Two: Acquisition Experience That Doesn't Match Your Strategy
Acquisition experience has become one of the most frequently requested requirements for private equity CFOs.
Unfortunately, it is also one of the least explored.
Many interview processes stop after asking whether a candidate has been involved in mergers and acquisitions. Most experienced CFOs will answer yes.
The more important questions are what they actually did and what value they created.
Did they lead financial due diligence or simply support it? Were they responsible for integration planning or did another team own that process? How many acquisitions have they completed? What size were the transactions? What lessons did they learn from failed integrations, and how did those lessons improve subsequent acquisitions?
Private equity firms rarely create value through acquisitions alone. Value is realised through successful integration.
A CFO who has completed twenty small acquisitions may not necessarily possess the experience required for a transformational acquisition several times larger. Likewise, a finance leader who focuses exclusively on due diligence may not have the operational experience required to integrate businesses successfully after completion.
The objective is not simply to hire someone with acquisition experience. It is to hire someone whose acquisition experience mirrors the strategy your portfolio company intends to execute.
&nbsp;
Red Flag Three: Confusing a Strong Finance Leader with a Strong CFO
Perhaps the most expensive hiring mistake private equity firms make is confusing an outstanding finance leader with an outstanding Chief Financial Officer.
Many Vice Presidents of Finance and Financial Controllers possess exceptional technical capability. They manage reporting effectively, maintain excellent controls and oversee highly competent finance functions.
That does not automatically prepare them for the responsibilities of a private equity CFO.
The difference lies in strategic influence rather than technical ability.
Controllers typically focus on producing accurate financial information. Outstanding CFOs use that information to improve the entire business. They understand why commercial decisions are made, how operational improvements increase EBITDA and where capital should be allocated to generate the highest return.
They do not operate solely within finance. They work across operations, sales, supply chain, pricing, talent and strategy because they recognise that finance is simply the mechanism through which business performance becomes visible.
When interviewing candidates, the most revealing question is often not whether they understand finance.
It is whether they can explain how they used finance to improve every other function of the business.
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Final Thoughts
The most successful Chief Financial Officers are rarely defined by their qualifications, job titles or even the number of private equity businesses on their CV.
They are defined by the value they create.
They understand the specific demands of private equity, influence strategic decision making through data, partner closely with the Chief Executive Officer and use finance as a tool to improve every part of the organisation. At the same time, they have genuine ownership of acquisitions, integrations and exits rather than simply participating in them.
For investors and Chief Executive Officers, the lesson is straightforward.
Stop hiring CFOs based primarily on where they have worked.
Start hiring them based on what they were responsible for, the challenges they solved and the measurable value they created.
The most effective way to achieve that is through a clearly defined scorecard that reflects the specific needs of your portfolio company. Once those criteria are established, evaluating candidates becomes significantly more objective, more efficient and ultimately far more successful.

Before You Hire Your Next CFO, Read This…

The three hiring principles that separate exceptional executive appointments from expensive hiring mistakes.

Everyone in private equity agrees that leadership is one of the greatest drivers of value creation. A high performing executive team can accelerate EBITDA growth, improve operational performance, integrate acquisitions successfully and ultimately increase enterprise value. Yet despite recognising how important executive talent is, many firms continue to experience disappointing hiring outcomes.
Industry studies consistently suggest that a significant proportion of executive appointments fail to deliver the expected results. While every situation is different, the underlying causes are often remarkably similar. Hiring decisions become rushed, interview processes rely too heavily on instinct, and businesses focus on assessing candidates without recognising that the very best executives are assessing the opportunity just as closely.
After nine years of completing executive searches exclusively for private equity backed businesses across Europe and North America, we have refined our hiring methodology around three principles that consistently improve hiring outcomes. These principles underpin every executive search we complete and form the foundation of the assessment process we use today.
Rule One: Set the Standard Higher Than You Think You Need To
The first and arguably most important principle is refusing to compromise on quality.
One of the biggest hiring mistakes organisations make is allowing urgency to influence their standards. A critical executive resigns, performance begins to suffer, the board wants progress, and suddenly the conversation shifts from finding the right person to finding someone who is "good enough."
Almost every experienced hiring manager has made this mistake at some point. It is easy to convince yourself that a candidate will grow into the role, develop the missing capabilities or become stronger once they are inside the business. Occasionally that happens. More often, however, the business finds itself repeating the entire hiring process twelve or eighteen months later.
Every executive appointment should raise the standard of the leadership team. If you cannot confidently say that the individual will improve the quality of your executive team from day one, there should be serious questions about whether they are the right appointment.
This does not mean waiting indefinitely for a perfect candidate who may never exist. It means maintaining high standards while improving the efficiency of the hiring process itself. If speed is becoming a problem, compress the interview timetable rather than lowering the quality threshold. Schedule multiple interviews within the same week, coordinate decision makers in advance and remove unnecessary delays, but never reduce the level of scrutiny applied to senior appointments.
The cost of waiting a few additional weeks for the right executive is almost always lower than the cost of replacing the wrong one.
Rule Two: Assess Candidates Objectively, Not Emotionally
The purpose of any executive hiring process is straightforward. It should identify the strongest candidate from a competitive market using evidence rather than instinct.
Unfortunately, many hiring decisions are still influenced by subjective impressions rather than measurable performance indicators. Interviewers often ask different questions to different candidates, rely heavily on first impressions or become persuaded by personality rather than capability. While chemistry is undoubtedly important, it should never outweigh evidence.
The most effective hiring processes are remarkably consistent. Every shortlisted candidate is assessed against the same competencies, asked the same core questions and evaluated using the same scorecard. This creates a far more reliable comparison between candidates and significantly reduces unconscious bias throughout the process.
History provides a useful reminder of why structured assessment matters. Many years ago, companies including Google became famous for asking unconventional interview questions designed to test intelligence and creativity. Questions such as how many golf balls would fit inside a Mini Cooper became widely discussed across the recruitment industry. Eventually, however, these questions were abandoned because the data showed they had little correlation with future job performance.
The lesson remains relevant today.
The best interview questions are rarely the most creative. They are the ones that help predict future performance. Has these executive solved problems similar to the ones your business faces today? Have they delivered comparable commercial outcomes? Can they demonstrate repeatable success within an environment similar to your own?
Those are the questions that improve hiring decisions.
Rule Three: Remember That Recruitment Is a Two-Way Process
One of the most overlooked aspects of executive hiring is recognising that the interview process is not only an assessment of the candidate. It is also an assessment of your business.
The strongest executives almost always have multiple opportunities available to them. They are evaluating your leadership team, your strategy, your culture and your long-term vision just as carefully as you are evaluating their experience.
Many organisations spend hours questioning candidates while investing very little time explaining why an exceptional executive should choose to join them.
This is often where businesses lose outstanding talent.
Selling an executive opportunity is not about exaggerating the role or making unrealistic promises. It is about communicating a compelling vision for where the business is heading, explaining why the role matters and helping candidates understand how they can contribute to that journey.
One example has stayed with us for years.
An Oxford graduate received two job offers. One came from a private equity backed business generating more than fifty million pounds in revenue. The other came from a small independent coffee business with only a fraction of that size.
Most people would assume the larger organisation would win comfortably.
It did not.
The candidate accepted the opportunity with the coffee business because the founder communicated a clearer vision for the future. They sold the purpose of the business, the ambition behind the opportunity and the impact the individual could make.
The decision had very little to do with company size.
It had everything to do with belief.
Private equity firms often assume they are competing only against businesses within their own industry. In reality, they are competing against every opportunity a candidate is considering. If you fail to communicate why your business represents the best next step in an executive's career, another employer almost certainly will.
The Principle That Sits Behind Every Great Hire
There is one final principle that underpins every successful executive search.
If the answer is "maybe," the answer is "no."
Many hiring mistakes occur because decision makers ignore their own reservations. Warning signs appear during interviews, references raise minor concerns or stakeholders&rsquo; express uncertainty, yet the pressure to fill the role persuades everyone to continue.
Rarely does that uncertainty disappear after the executive joins.
More often, those early concerns become the very reasons the appointment ultimately fails.
Strong hiring decisions are built on conviction rather than compromise. If there is insufficient evidence to confidently appoint an executive, the answer is not to lower the standard. The answer is to continue searching until that confidence exists.
Final Thoughts
Exceptional executive hiring is rarely the result of luck. It is the product of a disciplined, repeatable process that prioritises evidence over instinct and long-term value over short term urgency.
Private equity firms that consistently build outstanding leadership teams tend to follow the same principles. They maintain high standards even when hiring becomes urgent. They assess candidates objectively using structured processes rather than subjective opinions. They recognise that recruitment is a two-way conversation and invest as much effort into selling the opportunity as they do evaluate the individual.
Perhaps most importantly, they never allow pressure to compromise the quality of their decision making.
Every executive hire influences the trajectory of a portfolio company. The right appointment can accelerate value creation for years. The wrong appointment can delay it just as quickly.
That is why great hiring should never be viewed as an administrative process.
It should be viewed as one of the most important investments a private equity firm makes.

How to Hire the Best Executives for a Private Equity Backed Business

Salary, training, onboarding, executive search fees. We understand the cost of hiring. Not to mention the hidden costs of a bad hire if something does go wrong.

All too often, Private Equity firms are made to accept this loss.

We weren't happy with this, so we set out to change it. Hiring for your firm shouldn't be a risk

That's why we're de-risking executive search for all our clients, with our full money back guarantee and free candidate replacement service.

For full details on how we're de-risking your next hire.

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<h3>Executive Search, Without the Risk.</h3>

<h3>&nbsp;</h3>

Private equity firms have less than 25% success rate on executive appointments. Change that today.

Raw Selection is a leading executive search consultancy for lower to middle-market Private Equity firms and their Portfolio Companies. We work across Europe and North America to find exceptional talent and de-risk the executive search process.

Risk and reward may be an inseparable pair in Private Equity but the same doesn’t have to be said for Private Equity executive search. Founded in 2017 with one objective: Offer meticulous executive search risk-free.

While search firms have traditionally looked at the here, now and exit, leaving organisations with average performance, loss of productivity and often, a skills gap, Raw Selection was built on the principles of longevity and excellence.

We work with Private Equity Firms and their Portfolio Companies to find the skills and experience needed today, tomorrow and until exit. It’s this longevity and excellence that we look for in your next hire and in the very unlikely event that we don’t find it, we’ll offer you your money back.

Unlike traditional investing, investing in your human capital with Raw Selection is the only way to get a return on investment with every hire.

Raw Selection continues to invest in candidate assessment processes and raising standards to ascend to be the leading Private Equity executive search partner. We pride ourselves on being the last executive search you will ever have to work with. Partner with us to take the risk out of your next Executive Search assignment. 

PRIVATE EQUITY EXECUTIVE SEARCH DE-RISKED

If you are looking for new talent, contact us now.

Raw Selection favors a meticulous approach to talent research. Our process for selecting the right talent means we can boast a 100% success rate for all our retained and engaged C-Suite clients, with 96% of placed candidates still in their roles after 12 months.

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20% to 30%&mdash;that&rsquo;s how low the success rates can be for hiring the right executives in Private Equity, despite exceptional leadership being critical for portfolio company success.In How to Hire, Alex Rawlings, Founder and Managing Partner of Raw Selection, shares a definitive guide to mastering executive Executive Search for Private Equity.Drawing on over a decade of experience and insights from thousands of interviews, Alex uncovers the strategies to hire leaders who deliver results.&nbsp;This practical, actionable framework is designed to revolutionize your hiring process, boost your success rates, and ensure the right leaders are in the right roles.If you're serious about de-risking executive Executive Search and driving portfolio success, this book is your essential resource.Join the waiting list to be among the first to get your hands on this essential guide and take your executive Executive Search to the next level.

How to Hire by Alex Rawlings

20% to 30%&mdash;that&rsquo;s how low the success rates can be for hiring the right executives in Private Equity, despite exceptional leadership being critical for portfolio company success.
In How to Hire, Alex Rawlings, Founder and Managing Partner of Raw Selection, shares a definitive guide to mastering executive Executive Search for Private Equity.
Drawing on over a decade of experience and insights from thousands of interviews, Alex uncovers the strategies to hire leaders who deliver results. This practical, actionable framework is designed to revolutionize your hiring process, boost your success rates, and ensure the right leaders are in the right roles.
If you're serious about de-risking executive Executive Search and driving portfolio success, this book is your essential resource.

HOW TO HIRE 

<h3>Private Equity Executive Search, Without the Risk.</h3>

Roles We Recruit For

Partner with us to take the risk out of your next Executive Search.

Macroeconomic headwinds, ecosystem losses and geopolitical tensions have all had a huge impact on the investment landscape. There is thought to be a back-log of unsold Portfolio Companies, of four times the value than during the 2008 financial crisis*

Strong portfolio management has never been more crucial. After all, why purchase a great company and then hire ordinary managers to take it to the next level?

Raw Selection specialises in helping Private Equity firms find investment professionals who can unlock access to the most lucrative opportunities. We then help their Portfolio Companies to build exceptional operating teams who know how to seize them.

We can match your Portfolio Company with executives who can navigate economic downturns, build sustainable revenue generation, perfect your organisational structure and up-skill existing teams to ensure your company evolves in a constantly changing market. In the unlikely event that we can’t, we’ll offer you your money back.

That’s how we offer Private Equity executive search, without the risk.

Browse our live roles across some of the most exciting Portfolio Companies that the world has to offer and see where your next role could take you.

Reach out to us to discover more about our automation platform and how we can assist you in reaching your business objectives.

HOW CAN WE HELP YOU?

We're passionate about connecting great companies with the talent they need to thrive. To attract top talent with our targeted sourcing strategies.

We connect talented professionals like you with exciting opportunities at industry-leading companies.

Hiring Private Equity talent

Advancing Your Private Equity Career

As we often say, your people are your greatest assets. Here we unfold what you can expect from each of our three levels of service and the investment required.

We offer executive search without the risk, Here’s what else you can expect.

<h2>OUR CLIENTS</h2>

Hiring Talent

Advancing Your Career

We hope these FAQs answer your questions and look forward to having you on The Private Equity Podcast!

Frequently Asked Questions

The podcast will have both audio and video recorded and will be shared with all our social media platforms. Our recordings are edited and therefore, if you or I make a mistake, it will be removed. Please let us know if you have any further questions or would like to add/remove any of the talking points listed above.

Our audience mainly consists of Managing Partners, Partners, and Senior Investment Professionals across Europe and North America, as well as many C-suite executives working in portfolio companies.

The podcast will be both audio and video recorded and will be shared to all our social media platforms. Every podcast reaches 1500-2000+ downloads within the first 7 days of its publication, putting it at the top 5% of all podcasts globally.

Monthly, we get around 7,000 downloads and have continued to break that record as our subscribers continue to increase. Overall, we currently have 151,000 + downloads. The Private Equity Podcast is available on Spotify, Apple Podcasts, Google Podcasts, Raw Selection’s website, and most other podcast apps and sites.

Each podcast episode is professionally edited, and therefore if you or Alex make a mistake it will be removed. We also promote each podcast episode and guest via email mass marketing to our ever-growing network of private equity professionals.

1. Recording

2. Our audience

3. Our Reach

What People Think About The Private Equity Podcast!

Showcase Your Expertise

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Are you a leader in the private equity industry with valuable insights and experiences to share? Be our next guest on The Private Equity Podcast. This is your opportunity to join an exclusive group of industry pioneers who have inspired thousands with their stories and expertise.

Be Our Next Guest on The Private Equity Podcast

Our Reach &amp; Audience

PRE-PODCAST

Grata brings the power of machine learning to automatically triangulate the most trustworthy insights. Their proprietary algorithms, smarter search, and signals ensure that, whenever a company updates its information, you'll be the first to know.

Grata’s search engine gives you what databases and Google lack. What once took hours or minutes to find detailed, relevant company information across multiple sources, Grata achieves in seconds with only a few clicks.

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Podcast Terms

Who we reach Globally

Join a fast-growing Portfolio Company and make it happen.

Portfolio Companies serve as a launchpad to success, offering unparalleled exposure and autonomy that allow executives to make a big impact.

Typically boasting small teams with flat structures, working within a Portfolio Company means access to stakeholders, a voice in strategic decision making and less bureaucracy.

You can also expect to receive higher compensation with incentive plans and bonuses tied into the long-term performance of the company, something you can help shape into success.

Raw Selection works with some of the fastest-growing Portfolio Companies across Europe and North America and they need senior executives like you to turn their ambition into a reality.

Do you want to make an impact?

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 Executives that make an impact on your exit.

We have built a thriving ecosystem of c-level executives with proven Private Equity-backed experience across Europe and North America. Get in touch today to see how they can take your portfolio company to the next level.

Make a move today.

Private Equity firms are an intellectual playground. They pave an exciting career path for competitive, entrepreneurial and dedicated individuals who are excited by working with some of the brightest investors in the world.

With high compensation and an opportunity to play a hand in some of the largest and most exciting Private Equity deals in history, Private Equity can offer a phenomenal path to success.

Raw Selection works with some of the brightest investors and most successful Private Equity firms across Europe and North America. Browse our live Private Equity roles today and see if you could join them.

Do you want to work with some of the best and brightest investors that Europe and North America have to offer?

Hosted by Alex Rawlings the Founder &amp; Managing Partner of Raw Selection, a specialist executive search firm. Join us as we interview the leading experts in Private Equity, unlocking their secrets of success to share with you.

Discover how some of the top Private Equity executives rose to success and learn from their journey to ascend yours.

Alex is straight-talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies.

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History of Raw Selection

What people are saying about us!

“We have an impeccable track-record of working with a host of lower to middle-market Private Equity firms and Portfolio Companies across the Healthcare and Industrial Services industries. Find out what they have to say about Raw Selection here.”

We offer Executive Search without the risk, But don’t just take our word for it.

Contact Us

The Private Equity channel is home to all of our video recordings of the podcast. We also share everything Private Equity from podcast teasers and best bits to hiring, firing, management, leadership, recruitment, interviewing, and CV tips, plus- Industry trends and salary surveys.

WATCH AND STREAM VIA YOUTUBE

Check out all the cool perks you get when you join our team!

WHAT WE CAN OFFER YOU

At Raw Selection we are subject matter experts first, recruiters second. We work collaboratively behind the scenes to find exceptional talent for your Private Equity firm and Portfolio Company. All while removing the risk from Executive Search of course.

Who you'll be working with

In Private Equity, a CEO’s ability to lead can significantly impact the success or failure of a portfolio company. While experience and knowledge matter, the very best CEOs possess traits that set them apart from the average. Below are five critical traits that can make a difference.

<div class="elementor-element elementor-element-d2d7e12 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="d2d7e12" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
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<h3 class="elementor-heading-title elementor-size-default">SELF-AWARENESS</h3>
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A standout CEO knows their strengths and weaknesses inside out. They make informed decisions based on this self-awareness, assembling strong teams to complement their skills. Beware of leaders who think they&rsquo;re infallible; adaptability and humility are key to navigating the complexities of private equity.
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<div class="elementor-element elementor-element-d2aaf87 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="d2aaf87" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
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<h3 class="elementor-heading-title elementor-size-default">PASSION AND DRIVE</h3>
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<div class="elementor-element elementor-element-8f32586 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="8f32586" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
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The best CEOs exude passion for what they do. They inspire others with their energy and commitment, leaving a lasting impact on everyone they meet. Look for candidates who leave you energized after a conversation&mdash;a sign of genuine drive that fuels continuous growth.
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<div class="elementor-element elementor-element-370528b ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-heading ob-harakiri" data-id="370528b" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_harakiri_text_clip&quot;:&quot;none&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="heading.default">
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<h3 class="elementor-heading-title elementor-size-default">RESILIENCE</h3>
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<div class="elementor-element elementor-element-13883e8 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="13883e8" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
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In the turbulent waters of private equity, setbacks are inevitable. A resilient CEO doesn&rsquo;t just bounce back; they thrive amidst challenges, rallying their team with unwavering determination. Their ability to persevere through adversity is a hallmark of effective leadership.
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<h3 class="elementor-heading-title elementor-size-default">DECISIVE NATURE</h3>
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<div class="elementor-element elementor-element-782762e ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="782762e" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
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Time is money in private equity. CEOs who can make tough decisions swiftly and confidently are invaluable. Avoid leaders who procrastinate or shy away from difficult choices&mdash;delayed decisions can stunt growth and hinder progress.
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<h3 class="elementor-heading-title elementor-size-default">CONSTRUCTIVE FRUSTRATION</h3>
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<div class="elementor-element elementor-element-7403538 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="7403538" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
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A somewhat unconventional trait, constructive frustration denotes CEOs who challenge the status quo with purpose. They push boundaries, driving ambitious growth agendas and questioning norms for the sake of progress. While their fervor may occasionally test patience, it often propels the business to new heights.
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<h3 class="elementor-heading-title elementor-size-default">CONCLUSION</h3>
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</div>
<div class="elementor-element elementor-element-44fa9a1 ob-harakiri-inherit ob-has-background-overlay elementor-widget elementor-widget-text-editor ob-harakiri" data-id="44fa9a1" data-element_type="widget" data-settings="{&quot;_ob_use_harakiri&quot;:&quot;yes&quot;,&quot;_ob_harakiri_writing_mode&quot;:&quot;inherit&quot;,&quot;_ob_postman_use&quot;:&quot;no&quot;,&quot;_ob_perspektive_use&quot;:&quot;no&quot;,&quot;_ob_poopart_use&quot;:&quot;yes&quot;,&quot;_ob_shadough_use&quot;:&quot;no&quot;,&quot;_ob_allow_hoveranimator&quot;:&quot;no&quot;,&quot;_ob_widget_stalker_use&quot;:&quot;no&quot;}" data-widget_type="text-editor.default">
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Identifying and nurturing these qualities in potential CEOs can significantly enhance a portfolio business&rsquo;s success in the competitive realm of private equity. These traits go beyond technical skills, shaping leaders who not only manage but inspire and innovate.
For more insights on securing top-tier talent in private equity and venture capital, reach out to Alex Rawlings at Raw Selection. Let&rsquo;s propel your portfolio business towards unparalleled growth and success.
</div>
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The 5 Traits of Exceptional CEOs in Private Equity

At A Glance

SELF-AWARENESS

PASSION AND DRIVE

RESILIENCE

DECISIVE NATURE

CONSTRUCTIVE FRUSTRATION

CONCLUSION

Get in Touch

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