Maximising the value of data talent in private equity
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Dylan Rosser, Finance & Data Consultant, recently spoke with The Drawdown about how private equity firms are hiring data talent, and where they often miss the mark.
As data becomes core to operations, firms are rethinking how they hire and embed tech expertise. But success depends not just on finding the right people, but on setting them up to thrive.
As data becomes core to operations, firms are rethinking how they hire and embed tech expertise. But success depends not just on finding the right people, but on setting them up to thrive.
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“Where we have seen those data roles develop the most is when an individual can come in and add value to a wider function and not get siloed within the business.”
The growing importance of data in private equity
As data becomes increasingly central to private equity operations, firms are reconsidering how they hire and integrate data-driven professionals. However, finding the right talent is only part of the equation - positioning them for success is just as critical.
Dylan Rosser, who leads the Finance & Data practice at PER, emphasises the importance of aligning data professionals with broader business functions. “Where we have seen those data roles develop the most is when an individual can come in and add value to a wider function and not get siloed within the business,” he says.
Too often, firms hire highly skilled data scientists and expect them to work independently, despite a lack of experience with fund structures and operational frameworks. This often limits their impact and increases the risk of turnover.
Dylan Rosser, who leads the Finance & Data practice at PER, emphasises the importance of aligning data professionals with broader business functions. “Where we have seen those data roles develop the most is when an individual can come in and add value to a wider function and not get siloed within the business,” he says.
Too often, firms hire highly skilled data scientists and expect them to work independently, despite a lack of experience with fund structures and operational frameworks. This often limits their impact and increases the risk of turnover.
Maximising the long-term impact of data roles
Dylan highlights the challenge of managing data roles over time. “Data hires often come in with a data-cleansing focus, but after two years, once they have gone through the raw data and set up the dashboards and internal processes, what do these individuals then do?” Without a clear strategy for evolving these roles, firms risk losing valuable talent just as they become most impactful.
As investor demands for better analytics and reporting grow, midmarket GPs need to embed data expertise into core functions rather than treating it as a standalone capability. According to Dylan, that integration is where the real long-term value lies.
As investor demands for better analytics and reporting grow, midmarket GPs need to embed data expertise into core functions rather than treating it as a standalone capability. According to Dylan, that integration is where the real long-term value lies.
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