What makes a strong private equity professional today?
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Gail McManus MBE, founder of PER, recently spoke with eFinancialCareers about the skills and qualities private equity firms are looking for in today’s talent. As technical capabilities increasingly become table stakes and AI reshapes elements of the investment process, Gail explains why personality, commercial judgement and an ownership mindset are becoming increasingly important differentiators.
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Why personality is becoming
a key differentiator
Technical skills such as financial modelling, Excel and PowerPoint remain essential in private equity, but they are increasingly seen as a baseline rather than what sets candidates apart. According to Gail, personality and relationship-building are becoming increasingly important, particularly as AI begins to automate more technical aspects of investing.
As Gail puts it, “private equity professionals need to be confident and persuasive, but also hard-edged when it comes to negotiating. They sell with their eyes and mouths and buy with their brains,” highlighting the combination of interpersonal and commercial skills required to succeed.
Funds are looking for an “Action Man or Action Woman” - someone who is “ultra-competitive, not letting things stand in their way.” But this drive needs to sit alongside strong relationship skills; ultimately, Gail explains, “it's all about winning the deal.”
As Gail puts it, “private equity professionals need to be confident and persuasive, but also hard-edged when it comes to negotiating. They sell with their eyes and mouths and buy with their brains,” highlighting the combination of interpersonal and commercial skills required to succeed.
Funds are looking for an “Action Man or Action Woman” - someone who is “ultra-competitive, not letting things stand in their way.” But this drive needs to sit alongside strong relationship skills; ultimately, Gail explains, “it's all about winning the deal.”
Commercial judgement and ownership mindset
Alongside personality, Gail identifies commercial judgement as a key differentiator. She illustrates this by asking candidates, “if you were thinking of buying a coffee shop, what's the first thing you'd do?”
Rather than immediately turning to an analyst report, a strong private equity candidate would visit the business, observe its customers, staffing and operations, and form their own view of how it works. It reflects the ownership mindset required in private equity: being curious about the mechanics of a business rather than simply what its numbers look like.
This is becoming even more important as higher interest rates make generating returns more challenging. Funds increasingly need professionals who understand how portfolio companies can grow revenues, reduce costs and improve operationally.
As the industry evolves, technical excellence alone is no longer enough. The strongest private equity professionals combine analytical ability with commercial curiosity, confidence, competitiveness, relationship skills and the ability to make things happen.
Rather than immediately turning to an analyst report, a strong private equity candidate would visit the business, observe its customers, staffing and operations, and form their own view of how it works. It reflects the ownership mindset required in private equity: being curious about the mechanics of a business rather than simply what its numbers look like.
This is becoming even more important as higher interest rates make generating returns more challenging. Funds increasingly need professionals who understand how portfolio companies can grow revenues, reduce costs and improve operationally.
As the industry evolves, technical excellence alone is no longer enough. The strongest private equity professionals combine analytical ability with commercial curiosity, confidence, competitiveness, relationship skills and the ability to make things happen.