The Private Equity Podcast, by Raw Selection – Details, episodes & analysis

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The Private Equity Podcast, by Raw Selection

Alex Rawlings

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Education

Frequency: 1 episode/9d. Total Eps: 233

Hosted by Alex Rawlings, 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 professionals got into Private Equity, how they rose to success and learn about some of the mistakes they made along the way.

Alex has strong connections to the Private Equity industry through his executive search firm, Raw Selection, which specialises in working with Private Equity firms and their portfolio companies across Europe and North America. Alex is straight talking and to the point and aims to unlock real gold you can build into your firm or portfolio companies. Find out more at www.raw-selection.com

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What’s Next for the Middle Market? AI, Succession & Private Equity

Tuesday, October 13, 2026 • Duration 28:23

In this episode of The Private Equity Podcast, Alex Rawlings is joined by Andrew Weinberg, Founder and CEO of Brightstar Capital Partners, to explore how private equity firms can create value in the middle market while navigating a changing exit environment.

Andrew explains why culture, apprenticeship and team-based decision-making are central to Brightstar’s approach, and why spending more time upfront thinking about exit pathways can help create stronger outcomes for portfolio companies.

He also shares how Brightstar is applying AI across the firm, with nearly 100 AI agents already working alongside its team.

The conversation then turns to the middle market and the coming intergenerational wealth transfer. Andrew discusses the succession challenges facing family-owned businesses, the different ownership options available to the next generation, and how private equity can combine capital, debt and operational know-how to provide greater flexibility for owners.

Key Takeaways

• Build an inclusive, team-based culture where everyone has a voice and humility is valued.
• Think about exit pathways from the beginning of an investment rather than waiting for a sale process.
• Use AI to accelerate sourcing, diligence, value creation, risk management and exit planning.
• Treat AI as a thought partner that improves decision-making rather than replacing human judgement.
• Use knowledge transfer across portfolio companies to scale successful AI use cases.
• Prepare for the intergenerational wealth transfer by creating multiple ownership and succession options.
• Give family business owners flexibility around ownership, leadership and liquidity.
• Invest deliberately in training, communication and development across the private equity team.
• Use pattern recognition and post-mortems to learn from both successful and unsuccessful investments.

Timestamps

00:00 – Introduction to Andrew Weinberg and Brightstar Capital Partners
01:27 – Brightstar’s PhD culture and what it means
03:23 – The biggest mistake PE firms make around exits
04:55 – The state of the US middle market
06:46 – How Brightstar is leveraging AI internally
08:41 – Applying AI across portfolio companies
10:08 – Using AI across sourcing, diligence and value creation
11:29 – AI, investment decisions and post-mortems
13:18 – AI use cases across Brightstar’s portfolio
15:12 – The impact of the intergenerational wealth transfer
17:09 – Creating ownership options for middle-market businesses
18:35 – Succession planning and the next generation
20:02 – Why more change can create more opportunity
20:51 – Andrew’s biggest career lessons from Goldman Sachs, Morgan Stanley and Lindsay Goldberg
23:14 – Training and developing private equity professionals
25:39 – Andrew’s influential books and resources
27:30 – How to connect with Andrew

Raw Selection partners with Private Equity firms and their portfolio companies to secure exceptional executive talent. We focus on de-risking executive recruitment through meticulous search and selection processes, ensuring top-tier performance and long-term success.

🔗 Connect with Alex Rawlings on LinkedIn https://www.linkedin.com/in/alexrawlings/
🌐 Visit Raw Selection www.raw-selection.com

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EY Insights Private Equity Exit Readiness: How to Maximise Valuation Before the Sale

Tuesday, October 6, 2026 • Duration 15:21

In this episode of The Private Equity Podcast, Alex Rawlings is joined by Konstanze Nardi, Partner at EY and leader of EY’s Global Exit Readiness offering, to explore how private equity firms and portfolio companies can prepare for successful exits and maximise value.

Konstanze shares insights from EY’s Global Private Equity Exit Readiness Study, based on perspectives from 100 PE executives and 100 C-suite executives from recently exited PE-backed companies.

Konstanze and Alex also discuss the importance of starting formal exit preparation 12–24 months before a sale. She explains why consistent KPI reporting, granular data and evidence of value creation need to be built over time, rather than manufactured in the final few months.

Key Takeaways

• Treat exit readiness as a value creation discipline rather than a last-minute transaction exercise.
• Start thinking about the eventual buyer and equity story from the point of acquisition.
• Begin formal exit preparation 12–24 months before a potential sale.
• Build consistent data and evidence around value creation initiatives over time.
• Focus on three core exit levers: evidence, narrative and management credibility.
• Prepare management teams to confidently explain the data and handle difficult buyer questions.
• Consider AI through both a value-creation and risk perspective as part of the equity story.
• Give LPs transparency around value creation, credible exit routes and liquidity plans.
• Strong leadership, trust and people remain fundamental to creating value.

Timestamps

00:00 – Introduction to Konstanze Nardi and EY’s Exit Readiness offering
01:28 – The biggest mistake companies make with exit readiness
02:53 – EY’s Global Private Equity Exit Readiness Study
04:18 – The gap between sponsor and management support – When should companies start preparing for an exit? – How early preparation can improve valuations – The growing role of AI in exit readiness – How AI is becoming part of the equity story – The three levers that build buyer confidence – Building a compelling future value creation story – The importance of management involvement – LP perspectives on liquidity – The experiences that shaped Konstanze’s career – Why leadership, trust and people matter – How to connect with Konstanze

Why PE-Backed Go-to-Market Strategies Fail: Talent, CRM, AI and Execution

Tuesday, September 29, 2026 • Duration 24:15

In this episode of The Private Equity Podcast, Alex Rawlings is joined by Dan Bernoske, Founder and CEO of Cortado Group, to explore how private equity firms and portfolio companies can strengthen go-to-market performance while effectively leveraging AI.

Dan explains why speed matters after an acquisition, particularly when assessing commercial talent, and why firms need to separate emotional attachment to legacy teams from objective performance data. He also explores the importance of treating CRM systems as strategic infrastructure rather than simply another piece of technology.

The conversation then turns to AI. Dan shares practical applications for using call transcripts to coach sales teams at scale, improve qualification, identify performance trends, and ultimately increase win rates. He explains why successful AI adoption starts with the business problem—not the technology—and why portfolio companies should build a strong proprietary “context engine” around their CRM data, call transcripts, buyer personas, and historical wins and losses.

Dan and Alex also discuss how AI is changing organizational design, allowing salespeople to spend more time building relationships with buyers while technology handles lower-value tasks. Crucially, Dan warns against viewing AI as a replacement for human salespeople: poorly deployed automation can damage relationships and even burn entire territories.

Key Takeaways

• Move quickly when evaluating commercial talent, but understand where founder-led strengths still create value.
• Build the sales process first and configure the CRM around it—not the other way around.
• CRM data integrity is essential for reliable pipeline visibility and forecasting.
• Use AI to analyze sales calls, improve qualification, and deliver coaching at scale.
• Create a proprietary context engine before becoming overly dependent on any single AI model.
• Redesign roles by identifying tasks AI can handle while allowing people to focus on empathy, listening, trust, and relationships.
• Don’t automate bad processes. Strong sales fundamentals remain essential regardless of the technology.

Timestamps

00:00 – Introduction to Dan Bernoske and Cortado Group00:57 – Where PE firms and portfolio companies move too slowly02:54 – Warning signs that commercial talent needs replacing04:37 – Three fundamentals of an effective CRM06:34 – How AI can transform go-to-market strategy08:21 – Using AI to analyze sales calls and coach teams09:46 – Measuring qualification frameworks such as BANT11:45 – ChatGPT, Claude and choosing AI technology13:14 – The three foundations for successful AI implementation13:40 – Building a proprietary AI context engine15:03 – How AI is reshaping organizational design16:34 – Why empathy and relationships remain human advantages17:24 – The biggest mistakes companies make with AI18:20 – Why replacing sales reps with AI can burn territories19:18 – Freeing sales teams to spend more time with buyers21:14 – Dan’s recommended AI and professional-services resources23:13 – Why portfolio companies may need an AI innovation advisor23:42 – How to connect with Dan

Building the Finance Function in a Private Equity firm

Tuesday, September 22, 2026 • Duration 13:42

In this episode of The Private Equity Podcast, Alex Rawlings is joined by Jeffery Raju, Founder & CEO of Stonehill Business Services.

With 15 years of experience across fund administration, controller, and CFO roles, Jeffery has worked with emerging managers ranging from sub-$10 million funds to multi-billion-dollar platforms.

Jeffery explains why emerging private equity managers must treat their firm as an investment management business rather than simply an investment shop, and how building the right financial infrastructure early can support fundraising, improve decision-making, and create a platform capable of scaling.

They discuss the differences between the finance functions of a $50 million fund and a $1 billion platform, the operational expectations of sophisticated LPs, and why managers should become institutional before expecting institutional capital.

Key Topics

Why private equity firms must treat finance as a business-enablement tool rather than a compliance exercise.
How budgeting, forecasting, tax planning, and financial reporting improve decision-making.
The finance infrastructure differences between emerging funds and billion-dollar platforms.
Why smaller managers often need fractional financial leadership.
How LP expectations change as managers move from friends-and-family capital to more sophisticated investors.
The operational due diligence sophisticated LPs expect.
Why strong historical returns alone may not be enough to secure institutional capital.
When emerging managers should begin professionalising their finance function.
Why becoming institutional should happen before, not after, scaling.
Jeffery’s recommended books for entrepreneurs and business leaders.

Timestamps

00:00 – Introduction to Jeffery Raju, Founder & CEO of Stonehill Business Services
00:30 – Jeffery’s background across private equity, venture capital, and fund finance
00:56 – The biggest financial infrastructure mistake emerging managers make
02:28 – What operationally mature private equity firms do differently04:18 – Finance infrastructure: $50M funds vs. $1B platforms06:04 – How finance and operational maturity impact fundraising06:24 – High-net-worth investors vs. sophisticated LPs07:21 – The operational due diligence sophisticated investors expect08:14 – Why exceptional investment returns aren’t always enough09:19 – When should a PE firm build an institutional-level finance function?10:08 – Why firms must become institutional before they can scale10:34 – Key inflection points for bringing in financial leadership11:01 – Moving from syndications to a first fund11:59 – Jeffery’s recommended books and resources12:40 – How to connect with Jeffery Raju and Stonehill Business Services13:37 – Closing thoughts

From Founder-Led to Exit-Ready: How CEOs Build Buy-In, Grow EBITDA and Deliver Successful Exits

Tuesday, September 15, 2026 • Duration 17:32

In this episode of The Private Equity Podcast, Alex Rawlings speaks with Brian Bishop, an electrical engineer and experienced Chief Executive with a background in embedded systems, product development, business building, and successful company exits.

Brian shares lessons from leading businesses through seven- and eight-figure exits, including the importance of structuring deals to align the interests of owners, employees, and acquirers.

They explore Brian’s approach to leadership and why the most effective business plans are shared plans—not simply strategies created by a CEO and communicated downwards.

Brian also discusses his move into the startup world and the significant differences he has observed between startup and private equity environments. While private equity typically maintains a strong focus on financial performance and EBITDA, startups can face competing non-economic priorities, technological milestones, and investor expectations.

The conversation also covers practical ways executives can improve EBITDA. Brian explains why businesses must look beyond unit costs and understand the total lifecycle cost of a product, including the opportunity cost of engineering and product-development resources.

Finally, Brian explains how his engineering background has shaped his leadership style, particularly his habit of repeatedly asking one fundamental question: “What is the problem we’re trying to solve?”

Key Highlights

00:00 – Brian Bishop’s Background
Brian discusses his engineering career, embedded systems expertise, product development experience, and seven- and eight-figure exits.

01:26 – Lessons From M&A and Liquidity Events
Structuring acquisitions, managing earn-outs, retaining critical employees during transitions, and aligning stakeholder interests.

03:18 – Getting Teams Aligned With the Strategy
Why great leaders build a shared plan rather than simply communicating their own vision.

04:29 – Moving From Private Equity Into StartupsBrian explains what attracted him to startups and the surprising influence of non-economic considerations.

9 PE-Backed Exits and 20+ Add-on Acquisitions: What Winning Private Equity CEOs Get Right

Tuesday, September 8, 2026 • Duration 36:06

In this episode of The Private Equity Podcast, Alex Rawlings speaks with Paul Golden, an experienced CEO, private equity investor, and operating partner with nine private equity-backed exits and more than 20 add-on acquisitions.

Paul shares lessons from operating, investing, and leading PE-backed businesses, including why speed matters when building the right leadership team, how to identify strong executives, and what separates successful acquisitions from deals that destroy value.

The conversation explores the danger of “deal fever,” the importance of knowing when to walk away from an acquisition, and why delighted customers, strong management teams, and clear growth pathways are critical indicators of a quality investment.

Paul also explains the challenges of changing deeply embedded founder-led cultures, how to approach add-on acquisition integration, and the practical actions that helped generate more than $150 million in free cash flow in one manufacturing business.

Finally, Paul discusses why PE-backed executives need the confidence to make mistakes, take ownership, and communicate openly with their boards.

Key Highlights

00:00 – Paul Golden’s Background
From senior public-company leadership to private equity investing, operating partner roles, CEO positions, and nine PE-backed exits.

01:29 – The Biggest PE Leadership Mistake
Why private equity firms need to make faster decisions about whether the right management team is in place.

03:21 – Identifying the Right Executives
The importance of leaders who are confident enough to be challenged by their teams and boards.

04:44 – What Paul Looks for in Executive Interviews
Why candidates who openly discuss mistakes, take responsibility, and explain what they learned often make stronger leaders.

07:05 – The Hardest CEO Decisions
Why firing customers or exiting customer segments can sometimes be harder than changing the management team.

08:28 – What Drives Successful PE ExitsDelighted customers, strong management, and clear opportunities for growth.

Mentored by a Billionaire: How to Invest, Create Value and Exit at the Right Time

Tuesday, September 1, 2026 • Duration 29:33

In this episode of The Private Equity Podcast, Alex Rawlings is joined by Mark Radzik, Co-Founder and Managing Partner of Granite Creek Capital Partners, to explore investing and value creation in the lower middle market.

Mark shares his journey from Arthur Andersen and banking to spending seven years at Equity Group Investments, the private investment firm founded by billionaire Sam Zell. It was there that Mark learned to become what Zell called a “professional opportunist”—finding opportunities where others aren't looking while maintaining the discipline required to invest successfully.

The conversation explores why private equity firms can make the mistake of moving too quickly after an acquisition, why Granite Creek takes a conservative approach to leverage, and how reinvesting cash flow into people, sales, infrastructure, and growth can transform founder-led businesses.

Mark also explains why getting the right management team is one of Granite Creek’s most important value-creation strategies, how assessments such as DISC can provide additional data when hiring executives, and why knowing when to exit a successful investment is just as important as knowing when to buy.

Key Topics

Why moving too quickly can destroy a portfolio company's “secret sauce”
Avoiding excessive leverage in lower-middle-market businesses
Creating returns through organic growth rather than financial engineering
Finding opportunities in markets where less private equity capital is competing
Reinvesting founder cash flow to accelerate growth
Why the management team can matter more than the market
Using DISC and other assessments to de-risk executive hiring
What Mark learned from billionaire investor Sam Zell
Becoming a disciplined “professional opportunist”
Why private equity investors need to think more about exit timing
Knowing when to leave the next stage of value creation for the next investor

Timestamps

00:00 – Introduction to Mark Radzik and Granite Creek Capital Partners
00:28 – Why Mark always wanted to become an investor02:27 – From Arthur Andersen to banking and private investing03:21 – Learning to become a “professional opportunist” from Sam Zell04:43 – The biggest mistakes in lower-middle-market private equity06:09 – Why Granite Creek avoids overleveraging businesses08:19 – Organic growth versus acquisition-led strategies09:38 – What makes an attractive platform investment12:00 – Why getting the right management team drives value creation13:55 – Using assessments to build complementary leadership teams16:21 – Why personality assessments are a data point, not the answer17:15 – DISC, Myers-Briggs, and executive assessment19:12 – Mark’s biggest lessons from Sam Zell20:12 – Avoiding groupthink and finding markets where you can win21:37 – Why exit timing matters in private equity23:04 – Knowing when a successful business is ready to sell24:59 – When to leave value creation for the next investor27:20 – Mark’s recommended podcasts and books28:45 – How to connect with Mark Radzik29:10 – Closing thoughts

BC Partners’ Former CIO: When to Sell, What Creates Value and Where Private Equity Goes Next

Tuesday, August 25, 2026 • Duration 47:06

After more than 30 years in investing—including 20 years at BC Partners and a decade as CIO—Jean-Baptiste Wautier joins Alex Rawlings to share the lessons that have shaped his approach to private equity.

Jean-Baptiste explains why trying to time markets is a mistake, how GPs should think about exits, and why time and DPI can matter just as much as MOIC. He also argues that private equity has entered a consolidation phase where scale, institutionalisation and permanent capital will increasingly separate the long-term winners from the rest.

The conversation also explores how firms should diversify, the tailwinds behind AI and the US economy, and Jean-Baptiste’s three requirements for a great investment: a strong moat, an exceptional management team and multiple layers of optionality. He breaks down what he looks for in CEOs, where operating teams can genuinely create value, and why the skill set required to lead tomorrow’s private equity firms is changing.

Key Takeaways

Don’t try to perfectly time deployment or exits; invest steadily and price for the environment.
Exit decisions should start with fund-level needs, including DPI, the J-curve and the cost of time.
Scale is becoming essential as private equity shifts from entrepreneurial partnerships toward large institutions.
New strategies should be capable of becoming meaningful, multi-billion-dollar businesses and leverage existing infrastructure.
Permanent capital can provide GPs with strategic stability and longevity.
Great investments combine moat, management and optionality across both value creation and exit routes.
The strongest CEOs tend to excel in one core dimension—charisma, operations or finance—while also creating trust and alignment.
Functional operating expertise such as working capital and procurement can be more repeatable than broad “sector expertise.”

Timestamps

00:00 – Introduction to Jean-Baptiste Wautier
01:28 – The mistake of trying to time private equity markets
03:21 – When is the right time to exit?
04:17 – DPI, the J-curve and the cost of holding assets
05:15 – The current state and future of private equity06:42 – Why subscale firms face consolidation09:39 – Why performance alone is no longer enough13:04 – Where displaced private equity talent may go next14:31 – How GPs can scale AUM16:57 – Why permanent capital is the “Holy Grail”18:22 – When firms should diversify into new strategies20:17 – What helped BC Partners scale23:45 – Where the next investment tailwinds may come from27:10 – Moat, management and optionality32:23 – What the best private equity CEOs have in common35:42 – What makes a strong value-creation strategy39:03 – How private equity firms are becoming institutions44:44 – Books and investors that shaped Jean-Baptiste’s thinking46:33 – How to connect with Jean-Baptiste

The REAL Cost of Fear, Ego and Slow Decisions in Private Equity

Tuesday, August 18, 2026 • Duration 27:15

In this episode of The Private Equity Podcast, Alex Rawlings speaks with Lesley Thomas, founder of the Money Confidence Academy, about how financial pressure, fear, and ego can affect value creation within private equity-backed businesses.

Lesley explains how pressure changes executive behaviour, slows decision-making, and discourages honest communication. She outlines the early warning signs that leadership teams are becoming overwhelmed, including delayed reports, repeated agenda items, quieter executives, and concerns being raised outside the meeting room rather than within it.

The conversation explores the “hidden tax” created by missed opportunities, employee turnover, slow decisions, and ineffective leadership behaviour. Lesley explains why putting a number on these costs can help investors and management teams understand the potential impact on EBITDA.

Lesley also shares practical steps for improving decision-making under pressure, creating a culture where people feel safe speaking up, and helping executives reflect more honestly on how fear and personal financial stakes influence their choices.

Key Takeaways

How financial pressure affects executive judgement and behaviour
Why stress can push leaders into fight, flight, or freeze mode
The early warning signs that a leadership team is becoming overwhelmed
How slow decision-making creates a hidden cost for portfolio companies
Why leaders agree in meetings but raise concerns privately afterwards
How fear-based cultures reduce honesty, engagement, and accountability
Why repeatedly delayed decisions should be investigated
How to measure the hidden tax of missed opportunities and employee turnover
Why executives should reflect on decisions made under pressure
How open communication can improve performance and value creation

Timestamps

00:00 – Introduction to Lesley Thomas and the Money Confidence Academy
01:25 – The biggest mistake businesses make under financial pressure
03:10 – How pressure affects executive judgement
04:05 – Why decision-making slows in PE-backed businesses05:02 – The cost of delayed decisions and missed opportunities06:30 – Early warning signs of executive overwhelm07:22 – Sideline conversations and hidden disagreement08:17 – Acting on intuition when behaviour begins to change09:16 – Approaching difficult conversations with executives10:14 – Creating genuinely open communication11:13 – How fear creates protectionism and disengagement12:08 – Using the experience of long-standing employees13:05 – How the hidden tax affects EBITDA and performance13:34 – Measuring lost opportunity and organisational cost15:03 – Why putting a number on the problem matters16:30 – Improving decision speed and ownership17:27 – Investigating decisions that repeatedly return to the board18:21 – Starting with one unresolved decision19:47 – Advice for executives making decisions under pressure21:14 – How cortisol can limit effective decision-making22:13 – Reflecting on financial decisions23:40 – Understanding why leaders remain silent25:12 – Recommended books and podcasts26:40 – How to connect with Lesley Thomas27:09 – Closing remarks

How Private Equity Firms Can Build a Scalable Go-to-Market Engine

Tuesday, August 11, 2026 • Duration 28:22

In this episode of The Private Equity Podcast, Alex Rawlings is joined for a second time by Brian Gustason, Fractional Operating Partner at BG Operating Advisors.

Brian explains why many lower-middle-market businesses struggle to scale after receiving institutional investment and how private equity firms can professionalise their go-to-market strategy.

The conversation explores founder dependency, underdeveloped sales and marketing capabilities, and why firms must assess the maturity of the entire revenue engine before attempting to accelerate growth.

Brian also outlines the importance of route-to-market analysis, including reach, fit and yield, and explains why growth should be treated as an interconnected system covering marketing, sales and customer success.

The episode also examines go-to-market integration within roll-up strategies, the importance of execution fit during due diligence and how operating partners can help portfolio companies sequence growth initiatives more effectively.

Key Highlights

Why founder-led businesses often struggle to scale
The risks of founder dependency in sales
What Brian means by “phase zero” capabilities
Why firms may need to go backwards before scaling forwards
How to professionalise a go-to-market strategy
The importance of route-to-market analysis
Understanding reach, fit and yield
Why lower-middle-market businesses hit growth ceilings
The challenges of integrating founder-led businesses in a roll-up
Why go-to-market integration should be pre-wired
The importance of execution fit during due diligence
Why growth stalls are not always sales problems
Customer success versus customer support
How existing customers can drive expansion revenue
Separating revenue results from the revenue engine
How operating partners can support commercial transformation
Why growth initiatives must be sequenced correctly

Timestamps

00:00 – Introduction to Brian Gustason and BG Operating Advisors01:01 – Common growth challenges in the lower-middle market01:31 – Founder dependency and underdeveloped commercial capabilities02:29 – Identifying phase zero go-to-market capabilities03:56 – Defining a professionalised go-to-market strategy04:23 – The role of go-to-market strategy in private equity05:17 – Why route-to-market analysis is often overlooked05:47 – Understanding reach, fit and yield07:14 – Why founder-led businesses often lack scalable processes08:38 – Growth ceilings and limited execution runway10:05 – Go-to-market challenges in roll-up strategies11:34 – Pre-wiring go-to-market integration13:01 – How deal origination affects integration13:58 – Execution fit and time to integration value15:51 – Diagnosing the real causes of stalled growth16:40 – Treating go-to-market as a connected system17:08 – The role of customer success in recurring revenue18:33 – Unlocking growth from existing customers19:53 – Assessing whether the revenue engine can scale20:22 – Separating revenue performance from revenue capability21:20 – Evaluating go-to-market maturity22:42 – Where to play, who to target and how to engage24:10 – How operating partners can support portfolio companies24:37 – The operating partner’s role in due diligence25:35 – Identifying businesses that need growth intervention26:31 – Sharing best practices and coaching leadership teams26:59 – Sequencing growth initiatives effectively27:29 – How to connect with Brian Gustason27:57 – Closing remarks

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