Performance Advisor Focused on Human Capital


Human Capital

Areas of Impact


Management Assessment

  • Examine the human capital and identify behavioral data points which can be used to come to quicker conclusions about the caliber of management teams.
  • Assess culture of portfolio company and/or acquisition targets.
  • Screen talent for cultural fit with the portfolio company management team.

The overall benefit is the timeline to exit is shortened because of fewer misses, less disruption to the portfolio company, lower cost and higher caliber matches.

  • Assessment can occur during any or all of the following times:
  • Pre-Investment (Initial meetings with management teams)
  • During Exclusivity and/or Due Diligence
  • Post investment

Private equity fund

  • Performance Coaching
    • Work 1-1 with the partners and their teams on leadership, communication and process improvement
    • Design and execute annual, internal review process

Portfolio Companies

  • Relationship management (“Marriage Counseling”)
  • Collect/Organize/Distribute regular feedback from the management teams of portfolio companies about working with the fund and how to continue to improve this relationship/partnership.
  • Act as a mediator and establish healthy, two-way communication between the fund and it’s multi-year relationship with the CEO and his/her management teams so potential issues are identified early and resolved quickly, before they spin out of control.
  • Performance improvement
    • Design and execute annual, internal review process
    • Screening Key Hires
    • Talent Management Advisor
    • Leadership Training/Development
    • Executive Coaching

PE fund Offsite Design and facilitation

  • Design and facilitate the private equity fund’s quarterly and/or annual off-sites
  • Create and present relevant topics such as:
    1. Cognitive Biases and Blind Spots
    2. Team Communication
    3. Assessing Talent

Board Meetings

  • Attend board meetings as an objective observer.
  • Centralize the implementation of “Board Meeting Best Practices” so all meetings follow the same structure, last a maximum of 3-4 hours and result in a more productive use of time for both the fund and the management team of the portfolio company.
  • Bring an expertise of focus on team dynamics, HR planning and talent development because fund board members are not exclusively focused on this.
  • Prompt the fund’s board members (via email) suggestions of questions to ask or dig deeper on if they are related to talent, people, communication, culture or training should these topics get glossed over or lost in the meeting dialogue.
  • Observe the leadership teams of the portfolio companies across the fund’s entire portfolio and provide objective feedback.
  • Give direct feedback afterwards to the board members about their communication, body language and level of engagement.