The Private Equity Edge: How Private Equity Players And The World's Top Companies Build Value And We [PATCHED]
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Private Equity: Investing and Creating Value is designed for institutional investors as well as investment professionals aspiring to be better private equity managers. Renowned Wharton finance faculty teach up-to-the-minute information about private equity, including the impact of the pandemic on the sector. The program delivers the latest concepts investors need to know to confidently evaluate investment opportunities in the private equity space and to build optimal investment processes.
This innovative program provides an ideal combination of lectures by Wharton finance faculty and Wharton alumni who are finance leaders in the private equity industry. Participants will have an opportunity to focus on areas of individual interest, such as the limited partners' perspective, middle markets, distressed private equity, and private equity in emerging markets. There will also be time for case studies and group discussion.
During this program, you will have an opportunity to hear firsthand from Wharton alumni who are experts in the private equity space. As guest speakers, they will discuss their backgrounds and experiences, as well as their perspectives on the PE industry and the current economy.
Private Equity: Investing and Creating Value is designed for institutional investors as well as investment professionals aspiring to be better private equity managers. A minimum of three years of investment industry experience is recommended. This program will enable participants to better understand opportunities and strategies, and develop their toolkit to be effective in investing in private equities.
The nine-day Private Equity program (offered in the Wharton LIVE online format) was more than I hoped for. It provided concrete information that addressed my questions and concerns and then some. The program was quite comprehensive, covering topics such as the historical framework for private equity investing, leveraged buyouts, commercial due diligence, the anatomy of a deal, the roles of the general partners and limited partners, and key terms in PE partnership agreements.
Wharton's Private Equity course exceeded my expectations. My background is in private equity operations and I was interested to learn more about the investment side of PE. The course has a comprehensive curriculum covering a wide range of helpful topics, including: the LBO model, FE fund structure, managing for value, DCF in emerging markets, and practical case studies. I learned a lot from faculty, PE industry professionals, guest speakers, and peers from all around the world with diverse backgrounds."
The program hit all the topics I wanted to learn and having exposure to all those external PE people was excellent. The program gave me a better understanding of why they buy companies, how they structure deals, use of debt, leverage, role of due diligence, and other aspects of private equity.
This course also has helped me better understand and assess the assumptions made by general partners of private equity funds. Wharton emphasized the fact that proper assessment with regard to a potential acquisition makes a significant difference in a deal and you have to get it as close to right as possible. Now if my colleagues and I ever get diverted from those factors highlighted during the program at Wharton, I will be in a position to steer the discussion back to what really matters.
Paradigm shifts require a rethink of accepted ways of doing things, to ensure resilience. An understanding of ESG issues will be a fundamental necessity for successful private equity investors. Operational training is essential for investment teams if they are to prepare quickly and truly comprehend the topic.
The Global Private Equity Responsible Investment Survey explores the views of general partners and limited partners in responsible investment among global private equity firms. This year, 209 firms from 35 countries or territories responded (compared with 162 in 2019). Of these, 198 respondents were general partners and 41 were limited partners (compared with 145 and 38, respectively, in 2019). Some respondents were both general and limited partners. The vast majority (81%) came from Europe. We believe this might be because European firms have spent the past few years adapting their strategies and investment activities to EU regulations that require robust ESG disclosure across the breadth of the financial services landscape. This level of adoption and adaptation is reflected in the survey findings.
SPACs. Special purpose acquisition companies (SPACs) have struggled to close deals, and many are likely to run out of time. During 2022, there were 85 SPAC IPOs which together raised approximately US$12bn in proceeds, a sharp drop from the more than 600 SPAC IPOs which raised more than US$144bn in 2021. Securities and Exchange Commission (SEC) regulations, poor post-IPO performance for SPACs, and difficulties securing private investment in public equity (PIPE) funding have contributed to record redemption rates, lower de-SPAC merger activity and even the termination of several previously agreed SPAC deals.
Longtime private equity giants like Blackstone, KKR and Apollo Global Management have generated explosive growth in recent years by diversifying away from buyouts. At the same time, hedge funds have plowed billions into the business of buying and selling stakes in private companies. Firms like Tiger Global and Coatue have turned into forces in the world of startup investing. Point72 Asset Management and D.E. Shaw both recently raised debut private equity funds.
In both cases, Elliott partnered with another private equity firm. Clubbing up makes it easier to gather the substantial capital required for these sorts of mega-deals, and it allows for collaboration between investors with complementary strengths.
A leading global alternative investment manager offering clients complementary primary and secondary investment solutions across the credit, private equity, real estate and infrastructure asset classes.
Prior to Gen II, Amber worked at Golub Capital, a private equity middle-market lender with over $18 billion of capital under management. As Assistant Controller in the Management Company group, her responsibilities involved all aspects of accounting for its onshore and offshore entities. Amber began her professional career as a Senior Associate at PricewaterhouseCoopers in the audit practice where her clientele comprised of publicly traded broker-dealers, private equity funds, hedge funds, and their sponsoring management companies.
Peter Rosenstein is a Principal at Gen II Fund Services, LLC. Peter has over sixteen (16) years of experience in financial services and private equity administration, including extensive experience with system automation and integration, as well as operational efficiencies.
Prior to Gen II, Jeff was Head of Business Development for PEI Media, a global information company and the publisher of Private Equity International magazine. While at PEI, Jeff was responsible for Western Hemisphere business development across the private equity, real estate and infrastructure markets and was directly responsible for the creation and commercial execution of many of PEI\'s key products, including the annual Private Equity CFO and COO Forum, the PEI Operating Partners Forum, and the PEI 300, the industry\'s definitive size ranking of private equity firms. 2b1af7f3a8